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Forward-looking statements
This Annual Report contains forward-looking statements within the meaning of Section 27A of the US Securities Act of 1933, as amended, and Section 21E of the US
Securities Exchange Act of 1934, as amended. These statements are subject to risks and uncertainties that could cause actual results or outcomes of RELX PLC
(together with its subsidiaries, “RELX”, “we” or “our”) to differ materially from those expressed in any forward-looking statement. We consider any statements that
are not historical facts to be “forward-looking statements”. The terms “outlook”, “estimate”, “forecast”, “project”, “plan”, “intend”, “expect”, “should”, “could”, “will”,
“believe”, “trends” and similar expressions may indicate a forward-looking statement. Important factors that could cause actual results or outcomes to differ
materially from estimates or forecasts contained in the forward-looking statements include, among others: compromises of RELX cyber security systems or other
unauthorised access to our databases; regulatory and other changes regarding the collection, transfer or use of third-party content and data; changes in law and legal
interpretations affecting RELX intellectual property rights and internet communications; current and future geopolitical, economic and market conditions; changes
in economic cycles, communicable disease epidemics or pandemics, severe weather events, natural disasters and terrorism; changes in tax laws and uncertainty in
their application; changes in the payment model for RELX products; competitive factors in the industries in which RELX operates and demand for RELX products and
services; failure of third parties to whom RELX has outsourced business activities; breaches of generally accepted ethical business standards or applicable laws;
significant failure or interruption of RELX systems; inability to realise the future anticipated benefits of acquisitions; inability to retain high-quality employees and
management; exchange rate fluctuations and other risks referenced from time to time in the filings of RELX PLC with the US Securities and Exchange Commission.
You should not place undue reliance on these forward-looking statements, which speak only as of the date of this announcement. Except as may be required by law, we
undertake no obligation to publicly update or release any revisions to these forward-looking statements to reflect events or circumstances after the date of this
announcement or to reflect the occurrence of unanticipated events.
RELX Annual Report 2022 1
Contents
Overview
Strategic report Overview
2 2022 Highlights
3 Chair’s statement
4 Chief Executive Officer’s report
5 RELX business overview
Market segments
Market segments
12 Risk
16 Scientific, Technical & Medical
20 Legal
24 Exhibitions
Corporate responsibility
28 Introduction
35 Our unique contributions
40 CR governance
44 People
Corporate Responsibility
50 Customers
55 Community
59 Supply chain
63 Environment
73 CR disclosure standards
Financial review
82 Chief Financial Officer’s report
88 Principal and emerging risks
Governance Governance
Financial review
98 Board Directors
100 RELX senior executives
102 Chair’s introduction to corporate governance
103 Corporate governance review
119 Report of the Nominations Committee
121 Directors’ remuneration report
143 Report of the Audit Committee
147 Directors’ report
Shareholder information
226 Shareholder information
IBC 2023 financial calendar
other information
Financial statements and
2022 Highlights
REPORTED FIGURES
2021 2022
For the year ended 31 December £m £m Change
Revenue 7,244 8,553 +18%
Operating profit 1,884 2,323 +23%
Profit before tax 1,797 2,113 +18%
Net profit attributable to shareholders 1,471 1,634 +11%
Net margin 20.3% 19.1%
Net debt 6,017 6,604
Earnings per share 76.3p 85.2p +12%
RELX uses adjusted and underlying figures as additional performance measures. Adjusted figures primarily exclude the amortisation of acquired intangible assets and
other items related to acquisitions and disposals, and the associated deferred tax movements. Reconciliations between the reported and adjusted figures are set out on
pages 216 to 224. Underlying growth rates are calculated at constant currencies, excluding the results of acquisitions until 12 months after purchase, and excluding the
results of disposals and assets held for sale. Underlying revenue growth rates also exclude exhibition cycling. Constant currency growth rates are based on 2021 full-year
average and hedge exchange rates.
RELX Annual Report 2022 3
Chair’s statement
Overview
We continued to execute against our strategy
in 2022 which was reflected in our strong
Market segments
financial performance. We also continued
to build on our strong environmental,
social and governance performance, which
was recognised by many external agencies.
Paul Walker, Chair
RELX continues to execute well on its strategic priorities aimed at Environment, Social and Governance
Corporate Responsibility
achieving better customer outcomes, a higher growth profile and Corporate responsibility (CR) remains a key priority for RELX.
improving returns, while having a positive impact on society. During the year, the Board reviewed the company’s CR activities,
including its progress on environmental, social and governance
Underlying revenue growth was 9 percent, with underlying
(ESG) objectives and unique contributions to society as described
adjusted operating profits up 15 percent, as we continued to grow
in the CR Report, which this year we have made an integral part of
revenues ahead of costs. Adjusted earnings per share grew
the Annual Report for the first time.
10 percent at constant currencies to 102.2p (87.6p). Reported
earnings per share were 85.2p (76.3p). We are pleased to continue to receive positive recognition for our
ESG performance. ESG ratings from external parties including a
This was an excellent performance in an uncertain economic
AAA MSCI ESG rating for a seventh consecutive year and inclusion
environment. RELX enjoys very high levels of employee
in MSCI’s UK ESG Leaders Index; ranking 11th out of more than
engagement, which is a driver of growth in the business.
Financial review
14,000 companies globally and first in our sector by Sustainalytics;
The strong culture encourages innovation and creativity, and
fourth in the Responsibility100 Index, an assessment of the FTSE
investment in new products and analytical tools that provide ever
100 on performance against the UN Sustainable Development
greater value for our customers, while also making a valuable
Goals; while remaining a constituent of the Dow Jones
contribution to society and the communities in which we operate
Sustainability Index and Bloomberg Gender Equality Index.
Dividends
On behalf of the Board, I would like to thank RELX employees
We are proposing a full-year dividend increase of 10% to 54.6p.
for their many achievements throughout 2022. I have every
The long-term dividend policy is unchanged.
confidence that with their expertise and commitment RELX
Balance sheet will continue to be successful in the year ahead.
Net debt was £6.6bn at 31 December 2022. Net debt/EBITDA
including pensions was 2.1x, compared with 2.4x in 2021. Paul Walker
Governance
Capital expenditure represented 5% of revenues. Chair
Share buybacks
In 2022 we deployed £500m on share buybacks. We intend to
deploy a total of £800m in 2023.
The Board
Wolfhart Hauser, who has been on the board since 2013, will be
stepping down as a Non-Executive Director after the next Annual
General Meeting. He has been the Senior Independent Director
since 2016 as well as chair of the Remuneration Committee.
I would like to thank Wolfhart for his support and advice over many
years. In 2022, Suzanne Wood will become the Senior Independent
other information
Financial statements and
Overview
RELX strategic direction
Our number one strategic priority continues to be the organic development of increasingly sophisticated information-based analytics
and decision tools that deliver enhanced value to professional and business customers across the industries that we serve.
Our goal is to help our customers make better decisions, get better results and be more productive. We do this by leveraging a deep
understanding of our customers to create innovative solutions which combine content and data with analytics and technology on
Market segments
global platforms.
We aim to build leading positions in long-term global growth markets and leverage our skills, assets and resources across RELX,
both to build solutions for our customers and to pursue cost efficiencies.
We are systematically migrating all of our information solutions across RELX towards higher value-add decision tools, adding broader
data sets, embedding more sophisticated analytics and leveraging more powerful technology, primarily through organic development.
We are adding decision tools and analytics, transforming our core business, building out new products and expanding into higher
growth adjacencies and geographies. We are supplementing this organic development with selective acquisitions of targeted data
sets and analytics, and assets in high-growth markets that support our organic growth strategies, and are natural additions to our
existing businesses.
By focusing on evolving the fundamentals of our business we believe that, over time, we are improving our business profile and the
quality of our earnings. This has led to a higher growth profile as we expand in higher growth segments and increase decision tools and
Corporate Responsibility
analytics as a proportion of the business; and improved returns by focusing on organic development with strong cash generation while
delivering better customer outcomes and a positive impact on society.
Strategy
Develop increasingly sophisticated information-based analytics and decision tools that deliver enhanced value
to professional and business customers across market segments
Primary focus on organic growth, supported by targeted acquisitions
Growth objectives
Financial review
Risk Scientific, Technical & Medical Legal Exhibitions
Sustain strong long- Continue on improved Continue on improved Capture growth
term growth profile growth trajectory growth trajectory opportunity from
reopening and digital
Outcomes
Better customer outcomes | Higher growth profile | Improving returns | Positive impact on society
Governance
RELX is a global provider of information-based analytics and decision tools for professional and business customers. We leverage deep
customer understanding, combining leading content and data sets with powerful global technology platforms, to build sophisticated
analytics and decision tools that deliver enhanced value to our customers.
These products are generally sold through dedicated sales forces direct to customers and are priced on a subscription or transactional
basis, often under multi-year contracts, and are predominantly delivered in electronic format.
Our products often account for less than 1% of our customers‘ total cost base but can have a significant and positive impact on the
economics of the remaining 99%. Our objective is to continue to enhance the value that we deliver to our customers and over time to grow
our own total cost base below our rate of revenue growth on an underlying basis.
21% 54%
60%
83%
* Includes long-term contracts with volumetric elements
6 RELX Annual Report 2022 | Overview
Financial KPIs
Revenue Adjusted operating profit Adjusted earnings per share
10 +9% 10 120
+10%
+4% +4% +7%
-9% +7% +7% +17%
-15%
Pence
£bn
0 0 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Percentages represent underlying growth Percentages represent underlying growth Percentages represent constant currency growth
Return on invested capital Adjusted cash flow conversion Dividend per share
Pence
+6% +10%
+7% +9% +3%
0% 0% 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Percentages represent growth
50
42% 42% 42% 44% 44% 42
0% 0 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Percentage of women managers Total number of supplier code of Scope 1 + Scope 2 (location-based) emissions
conduct signatories
Revenue by format
Electronic Face-to-face Print
11% 10% 9% 8% 7% 6%
19% 18% 15% 13%
25% 22% 21% 5% 7% 11%
33% 27%
37% 15% 16% 16%
15%
51% 15%
52% 15% 15% 16%
58% 56% 15%
60% 14% 14%
64% 64%
17%
15%
87% 86%
12% 83%
13% 74% 74% 75%
12% 66% 70% 72%
12% 66%
12% 63% 64%
59% 61%
14% 14% 50%
48%
35% 37%
30% 32%
22% 28%
22%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
RELX Annual Report 2022 | RELX business overview 7
Market segments
Overview
RELX is a global provider of information-based analytics and decision tools for professional and business customers. RELX serves
customers in more than 180 countries and has offices in about 40 countries. It employs more than 35,000 people over 40% of whom
are in North America.
Market segments
Risk provides customers with information-based analytics Key verticals #1 2,909 +8% 1,078 +8%
and decision tools that combine public and industry-specific
content with advanced technology and algorithms to assist
them in evaluating and predicting risk and enhancing
operational efficiency
Scientific, Technical & Medical provides information and Global #1 2,909 +4% 1,100 +5%
analytics that help institutions and professionals progress
science, advance healthcare and improve performance
Legal provides legal, regulatory and business information US #2 1,782 +5% 372 +8%
Corporate Responsibility
and analytics that help customers increase their productivity, Outside US #1
improve decision-making and achieve better outcomes or # 2
Exhibitions combines industry expertise with data and digital Global #2 953 +64% 162 nm*
tools to help customers connect digitally and face-to-face, learn
about markets, source products and complete transactions
*The change in underlying adjusted operating profit growth is not meaningful (nm) for Exhibitions.
RELX uses adjusted and underlying figures as additional performance measures. Adjusted figures primarily exclude the amortisation of acquired intangible assets and other
items related to acquisitions and disposals, and the associated deferred tax movements. Reconciliations between the reported and adjusted figures are set out on pages 216 to
224. Underlying growth rates are calculated at constant currencies, excluding the results of acquisitions until 12 months after purchase, and excluding the results of disposals
and assets held for sale. Underlying revenue growth rates also exclude exhibition cycling. Constant currency growth rates are based on 2021 full-year average and hedge
Financial review
exchange rates.
Risk
Scientific, Technical & Medical Exhibitions
Legal 11%
Exhibitions
Business services
Governance
Legal print
News & business
Insurance
Government
STM print
Academic & government primary research Databases, tools & electronic reference
Pro forma last 12-month revenues for December 2022 portfolio (adjusted for acquisitions and disposals in year)
8 RELX Annual Report 2022 | Overview
Dec
reas
ing c
onte
Data nt vo
lum
e Batch
Sources services
Relate &
Public
records Real-time
Profile & Clean Standardise API services
Contributory
Analyse
Visualisation
Licensed
integration
ality
Proprietary nt qu
g conte
n
easi
Incr
Hundreds of thousands of sources Grid computing with low-cost servers Patented algorithms Modular product
Billions of device and asset Linking algorithms that generate high precision and recall Predictive modeling suites
identities Machine learning algorithms to cluster, link and learn from Machine learning Flexible delivery
Hundreds of millions of records the data and artificial platforms
added daily High speed data ingestion, recall, and processing intelligence
Rapid development cycles
Technology at RELX involves creating actionable insights from big data – large volumes
of data in different formats being ingested at high speeds.
We take this high-quality data from thousands of sources in Technology is a key enabler at RELX and we leverage our
varying formats – both structured and unstructured. We then resources, capabilities and infrastructure across the
extract the data points from the content, link the data points and organisation. We are continually building new products and
enrich them to make it analysable. Finally, we apply advanced data and technology platforms, re-using approaches and
statistics and algorithms, such as machine learning and natural technologies across the company to create platforms that are
language processing, to provide professional customers with reliable, scalable and secure. Even though we serve different
the actionable insights they need to do their jobs. That could be a segments with different content sets, the nature of the
university benchmarking its performance; a doctor deciding the problems solved and the way we apply technology has
best way to treat a patient; a litigator assessing whether to take commonalities across the company. We also leverage
a case to court; a retailer deciding if a transaction is genuine; or technology to improve operational efficiencies.
an insurance underwriter assessing the likelihood of a claim.
RELX Annual Report 2022 | RELX business overview 9
CASE STUDY
Overview
CIRIUM
Calculating flight emissions with precision using Cirium from Risk
Market segments
Affairs (DEFRA) devised a methodology to estimate emissions
based on distance travelled. This has become the global
standard for companies wanting to measure their emissions Virgin Atlantic operates one of the youngest
from business travel. Unfortunately, it is not precise. There and most fuel-efficient fleets across the
are many other factors that affect emissions. Atlantic. Accurate measuring, monitoring,
Cirium has developed a new methodology based on fuel-burn and forecasting of CO2 emissions is critical as
rather than distance-travelled. It factors in an array of we target and monitor progress to Net Zero
variables, including actual flight time (more relevant than
2050, allowing us to better understand our
distance in determining how much fuel was used), aircraft
model, aircraft age, engine type, number of seats, passenger
environmental impact. Importantly, it also
load, cargo load, weather, taxi time – even how long a plane idles provides a tool to empower our customers
Corporate Responsibility
on the runway or circles in the air. This enables Cirium clients to to track and choose airlines with the lowest
view the emissions by operator, aircraft type or geographical carbon footprint. Cirium is leading the way
region and on a historical, or predictive basis, solving a variety in this field, building data and forecasting
of use cases. The emissions data can also be merged with
capabilities that are the most accurate we
passenger booking information to provide companies with
insights into their own carbon footprint associated with have seen to date, as verified against our
business travel. own historical fuel burn and emissions data.
The level of precision and accuracy of Cirium’s CO2 exceeds
estimates generally available today. American Airlines and
Virgin Atlantic commend the accuracy of Cirium’s fuel burn
Financial review
estimates in pre-market evaluations.
1 2 3
Physical Aircraft Flight Operations Seat Dimension
Variation of types, Actual flight time is Seat configurations
engines and other far more relevant and dimensions for the To reduce our emissions and reach Net Zero
modifications to than distance in same aircraft type can
by 2050, we’re taking action to run a more
Governance
improve emissions determining fuel burn vary greatly by airline
fuel-efficient operation with more
fuel-efficient aircraft powered increasingly
1. Aircraft Weight
Estimation
2. Flight
Operations
4. Carbon
Allocation
by low-carbon fuel. And we’re holding
ourselves accountable by becoming the
first airline in the world with a 2035 target
3. Fuel
validated by the Science Based Targets
Model initiative. Reducing aviation’s emissions
will require partnership among the airlines,
our suppliers and our customers – and it’s
other information
Financial statements and
Market
segments
In this section
12 Risk
16 Scientific, Technical & Medical
20 Legal
24 Exhibitions
Overview Market segments Corporate Responsibility Financial review Governance Financial statements and
other information
11
RELX Annual Report 2022
12 RELX Annual Report 2022 | Market segments
Risk
We combine data and analytics with deep industry expertise to help customers
make better decisions and manage risk. We help detect and prevent online
fraud and money laundering and deliver insight to insurance companies.
We provide digital tools that help industries from aviation to banking improve
their operations.
Government Solutions, representing just over 5% of revenue, such as airlines focusing on digital transformation, new market
Overview
has helped US agencies, especially during the pandemic, shift opportunities are emerging, and the industry is focusing on CO2
from identity verification to authentication. Front-end identity emissions data and ESG reporting. An increasing need for
authentication is central to how the government dispenses employers to use data and analytics to attract, retain and develop
hundreds of billions of dollars in entitlements, stimulus, a diverse workforce is accelerating growth in HR management.
benefits and contracts to people and businesses.
With over 7,500 federal, state and local agencies using our
Our solution synthesises thousands of data sources and billions services, Government Solutions continues its mission of
of relationships into modernised interfaces, providing agencies preventing fraud, fighting crime, reducing risk, and providing
immediate access to identity and authentication analytics. It citizens with immediate, equitable access to digital-based
creates near-frictionless identity verification and authentication services. The $2,000bn CARES Act increased the demand for
for everything from unemployment insurance claims and remote online access to government services and highlighted the need for
government workforce access to matching of patient data, robust fraud prevention tools as criminals continued to
Market segments
providing a snapshot in time for public health researchers. compromise these systems, leveraging both online and mobile
access technologies. This problem has proven to be pronounced
Market opportunities
and sophisticated as government investigations into fraud have
We operate in markets with strong long-term growth in demand
increased. Data integrity and fraud prevention for businesses and
for high-quality advanced analytics based on industry information
people plays an increasingly important role in accessing
and insight, including: insurance underwriting transactions;
government services and receiving entitlements as agencies
insurance acquisition, retention and claims handling; tax and
continue to adopt private sector technologies. The level and timing
public benefits fraud; financial crime compliance; business risk;
of demand in this market is influenced by government funding and
fraud and identity solutions; due diligence requirements
revenue considerations.
surrounding customer enrolment; security and privacy
considerations; and data and advanced analytics for the banking, Strategic priorities
energy and chemicals, aviation and human resources sectors. Our strategic goal is to help customers make better decisions by
Corporate Responsibility
offering greater insight into the risks and opportunities associated
Expansion of mobile and digital use cases continue to drive
with individuals, businesses, devices, transactions and
opportunity for Business Services solutions that incorporate
regulations. We assist customers by providing high quality data
global data and drive efficiency in risk decision-making. As
and decision tools to help them understand their markets,
criminals continuously adjust attack vectors targeting financial
manage risks efficiently and control cost effectively. We enable
transactions, organisations are utilising our solutions to evolve
this by focusing on: delivering innovative products; expanding the
their fraud detection and prevention, financial crime and
range of data and analytics solutions across adjacent markets;
compliance, and consumer and business credit programmes.
addressing international opportunities to meet local needs;
Mounting costs from fraud schemes, anti-money laundering continuing to strengthen our content, technology and analytical
programmes, sanctions compliance, anti-bribery and corruption capabilities; and investing in sales and marketing.
enforcement, consumer and business credit expansion, and
LexisNexis Risk Solutions has been developing AI and ML
Financial review
heightened regulatory scrutiny also provide growth opportunities.
techniques for a number of years to generate actionable insights
We are seeing new use cases for our solutions continue to emerge
that help our customers make accurate, better informed and
for corporations within the gaming and buy now, pay later segments.
more timely decisions. The successful deployment of AI and ML
In Insurance, growth is supported by customer experience techniques starts with a deep understanding of customer needs
advances in the auto, home, commercial and life insurance and leverages the breadth and depth of our data sets, coupled with
markets and the increasing adoption by insurance carriers of the expertise and domain knowledge to discern which AI/ML
more sophisticated data and analytics in the prospecting, algorithm to use, in what context, to solve our customers’ business
underwriting and claims evaluation processes, to assess risk, problems most effectively.
increase competitiveness and improve operating cost efficiency.
Business model, distribution channels and competition
Transactional activity is driven by growth in insurance quoting We sell our products direct-to-client, with pricing predominantly
and policy switching, as consumers seek better policy terms. This on a transactional basis in the Business Services and Insurance
Governance
activity is stimulated by competition among insurance companies, segments and largely on a subscription basis in Specialised
increased loss ratios and consumer interest in insurance internet Industry Data Services and Government. We also utilise a
quoting and policy binding. We see opportunities across the robust partner distribution channel.
insurance continuum using data and analytics to play a critical role
Principal competitors in the Business Services and Government
in assisting the insurer and consumer decision-making process
Solutions segments include the major credit bureaus, which in
and make it easier for consumers and businesses to transact
many cases address various capabilities within each solution
with insurers throughout the policy life cycle.
offering. In the insurance sector, Verisk sells data and analytics
We deliver solutions that bridge insurers and automakers, solutions to insurance carriers but largely addresses different
utilising connectivity and data from connected cars to insert activities to ours.
vehicle data into insurer workflows and empower consumers
Specialised Industry Data Services competes with a number
with a deeper understanding of driving behaviour. Our deepening
of information providers on a service and title-by-title basis
other information
Financial statements and
Strong fundamentals driving underlying revenue growth Specialised Industry Data Services, which represents just
Underlying revenue growth remained strong at +8%. over 10% of divisional revenue, delivered strong growth,
Underlying adjusted operating profit growth was slightly ahead with improved growth trends across segments. Commodity
of underlying revenue growth, leading to a modest improvement intelligence was particularly strong and aviation returned
in adjusted operating margin, with minor dilution from recent to historical growth trends.
acquisitions offset by small positive currency movements.
In Government, strong growth was driven by the continued
In Business Services, which represents around 45% of development and roll-out of analytics and decision tools.
divisional revenue, strong growth was driven by Financial Crime
2023 outlook
& Compliance and fraud prevention analytics and decision tools,
We expect another year of strong underlying revenue growth,
with digital identity solutions growing particularly strongly.
in line with historical trends, with underlying adjusted operating
Business Risk & Alternative Credit also grew strongly.
profit growth broadly matching underlying revenue growth.
In Insurance, which represents just under 40% of divisional
revenue, momentum improved over the course of the year.
In auto insurance, driving patterns and claims improved from
the beginning of the year, whilst other market factors, including
shopping activity, saw improving trends during the second half.
New sales continued to grow strongly.
North
America
Electronic 80% *c90% under long term contracts with volumetric elements
99%
RELX Annual Report 2022 | Risk 15
CASE STUDY
Overview
LexisNexis Telematics OnDemand
Driving a next-generation business
strategy
Market segments
data for insurance discounts.
Mitsubishi Motors is using LexisNexis Risk Solutions as
a centrepiece of a digital strategy for attracting, engaging
and converting consumers to its lineup of cars. “We’re a
challenger brand, and we want to make sure that we’re
delivering,” says Bryan Arnett, director of digital product
$1,500+
strategy at Mitsubishi Motors R&D of America. “We are Over $1,500 saving for young driver using
seeking to provide digital solutions that offer immediate, Connected Car Telematics driving monitor
real-world benefit to our customers.”
Using LexisNexis Risk Solutions as its core, the company
“Our customer engagement is phenomenal and has surpassed
developed a Mitsubishi RoadAssist+ app. The smartphone app
Corporate Responsibility
expectations,” said Arnett. “It’s reducing the cost of ownership
collects driving data and sends it to the LexisNexis Telematics
for our customers and giving people a way to save money
Exchange where it is analysed and returned to give drivers
on car insurance, particularly in areas where rates are high.
feedback on driving behaviour. In the exchange, the data is also
“I think that with a partner like LexisNexis Risk Solutions, we
normalised and incorporated into insurance solutions such as
can use the connected car to, for the first time, hear the voice
LexisNexis Telematics OnDemand that help insurers with risk
of the consumer. And as a manufacturer, we can do something
assessment, helping to provide drivers ways to save money on
meaningful with that voice. We can deliver something that they
purchasing or maintaining car insurance. The app also provides
want and need,” Arnett said.
feedback to drivers to help them improve their driving and
understand risky behaviours such as speeding, hard braking, Young driver Katie Brewer-Calvert recently purchased her
and hard acceleration. own policy in the state of Georgia and says her safer driving
has translated into savings: “I’ve had my driving monitor for
Financial review
15 months, and I’ve already saved more than $1,500.”
We do business with 92% of the Fortune 100; 78% of the More than 7,500 federal, state and local government
Fortune 500; nine of the world’s top ten banks and 20 of the agencies use our solutions to prevent fraud and allow
world’s top 25 insurers citizens faster access to digital-based services, maintain
The LexisNexis Digital Identity Network analyses more than program integrity, reduce risk and fight crime
250m transactions daily and more than 93bn transactions ICIS partners with 90% of the world’s top 100 chemical
annually companies and its recycling supply tracker profiles over
More than 179,000 websites and mobile applications around 2,700 recycling plants globally, covering mechanical and
the world implement the LexisNexis Digital Identity Network chemical technologies, that support industry as it strives for
Governance
Our solutions detected 443m human initiated attacks and plastics circularity as part of the sustainability agenda
1.7bn automated bot attacks for customers in H1 2022 Cirium serves the majority of the top 100 airline groups,
86% of new US auto insurance policies issued to consumers representing over 90% of the world’s 2022 airline passenger
in 2022 benefited from our products traffic, and four out of five of the Big Five Tech Firms.
It tracks 99% of flights globally in real time
Integrated financial crime compliance Digital, physical, device and behavioral risk signals
offerings deliver comprehensive solutions to help organisations better assess consumers,
other information
Financial statements and
Primary Research accounts for around half of revenues. For example, within health, Elsevier is developing clinical decision
Overview
Elsevier helps researchers validate, improve and disseminate support applications using cognitive technologies and large image
their scientific findings through its more than 2,800 journals, and text content repositories, leveraging its proprietary health
enhancing the record of scientific knowledge by applying high graph. These applications will enhance delivery of content in care,
standards of quality and ensuring trusted research can be helping health professionals make more accurate diagnoses,
accessed, shared and built upon. In collaboration with 32,000 ensure appropriate care delivery and save lives.
editors and almost 1.4m reviewers worldwide, many Elsevier
In Primary Research, Elsevier’s priority is to support
journals are the foremost publications in their field, including
researchers by finding a home for every sound science article
flagship families of journals like Cell Press and The Lancet,
submitted, and providing choice in payment model, quality tier,
now the number one journal globally in the general and internal
and scientific discipline. We aim to deliver above industry average
medicine category, measured by citations. Research content is
journal and article quality, at below average article download cost,
distributed and accessed via ScienceDirect, the world’s largest
leveraging our scale and expertise. Elsevier works with
platform dedicated to peer-reviewed primary scientific and
Market segments
customers to help them reach their research goals through
medical research.
excellence in content, service and value. Elsevier is building on
In 2022, Elsevier received almost 2.7m article submissions, its premium brands, enhancing quality through peer review,
publishing over 600,000 new research articles following peer and increasing article volume through new journal launches,
review, with the global scientific community accessing over the expansion of open access journals and growth from emerging
1.8bn articles across its journal platforms. The latest available markets; and broadening the range and quality of insights
long-term comparison with the market showed that Elsevier across research solutions.
journal articles accounted for around 18% of global research
We continue to improve customer experience while driving
output and 28% of citations, demonstrating Elsevier’s
operational efficiency and effectiveness; and collaborate to
commitment to quality significantly ahead of the industry
advance open science, inclusive research and inclusive health and
average. Elsevier published over 150,000 open access articles,
support the UN SDGs, through our business and the Elsevier
a year-on-year increase of over 26%, and launched 88 new
Foundation. In 2022, Elsevier published its Inclusion and Diversity
Corporate Responsibility
journals the majority of which were Gold open access, growing
Advisory Board Report; won several awards for company culture;
the Elsevier portfolio to over 700 Gold open access journals.
and won the Customer Centric Culture category at the European
Elsevier has invested in other research solutions, such as SSRN Customer Centricity Awards. We also published our 2022 Climate
an open access online preprint community where researchers Action report outlining our journey to a more sustainable future.
post early-stage research, Scopus Author Profiles showing
Business model, distribution channels and competition
preprints to provide an early view into a researcher’s focus areas
In Databases & Tools, solutions like Scopus, ClinicalKey and
and Digital Commons helping academic libraries showcase and
Reaxys, are generally sold direct to institutional, healthcare and
share their institutions’ research via institutional repositories
corporate customers through a global sales force. Reference and
for greatest impact.
educational content is sold directly to institutions and individuals
Print accounted for 11% of Elsevier revenues serving demand and accessed on Elsevier platforms.
for primary research and reference content in print format and
Financial review
In Primary Research, science and medical research is
providing some print-based commercial marketing services
distributed via the ScienceDirect platform, supported by two
in pharma & life science promotion.
separate payment models to suit author preferences: pay-to-read
Market opportunities articles funded by payments for reading made by individuals or
Scientific, technical and medical information markets have institutions; and pay to publish (commonly known as open
positive long-term growth characteristics. Investment in R&D access) funded by payments for publishing, made by authors,
is critical for nations and corporations to create competitive their institution or funding bodies. Elsevier offers a range of pay
advantage, drive innovation, economic growth and solve societal to read and pay to publish options, both subscription-based and
issues such as climate change. This leads to long-term growth in transactional, to fit the diverse needs of institutions, funders,
R&D spending and sustained increases in researchers worldwide. and researchers worldwide. As of 2022, Elsevier serves over
As people live longer and aim to live healthier lives, health 1,800 institutions worldwide with transformative deals that
expenditure and the number of physicians and nurses also support open access to research. Nearly all of Elsevier's over
Governance
continues to grow strongly. 2,800 journals enable open access publishing, with more than
700 dedicated author pays journals, the largest portfolio of open
As a significant proportion of scientific research and healthcare
access titles.
is funded directly or indirectly by governments, spending is
influenced by policy and budgetary considerations. Commitments Elsevier is a founding and driving partner of Research4Life,
to research and health provision remain high, even in difficult a United Nations initiative, providing free or low-cost access
budgetary environments. to research for publicly funded institutions in the world’s
least resourced countries. Over 11,000 institutions in 125
Strategic priorities
countries participate.
Elsevier’s strategic priorities are to help our customers solve
critical and complex problems, by expanding content quality, Printed books are sold through retailers, wholesalers and
coverage and utility; combining content with analytics and directly to users.
technology to build integrated solutions and decision tools that
Competition within science and medical reference content is
other information
Financial statements and
Further development of analytics continuing to drive In Primary Research academic & government segments, which
improved underlying revenue growth also represent around 45% of divisional revenue, growth was
Underlying revenue growth improved to +4%, driven by further driven by higher volumes of articles submitted and published,
evolution of the business mix, with the higher growth segments with pay-to-publish open access articles growing particularly
representing an increasing proportion of divisional revenue, strongly, and by increasingly sophisticated analytics and
and electronic formats now representing around 90% of evolving technology platforms.
overall revenue.
2023 outlook
Underlying adjusted operating profit growth was +5%, slightly We expect underlying revenue growth to remain above
ahead of underlying revenue growth, leading to unchanged historical trends, with underlying adjusted operating profit
margins after minor dilution from recent acquisitions and growth slightly exceeding underlying revenue growth.
small negative currency movements.
Databases, Tools & Electronic Reference, and corporate
Primary Research, which together represent around 45% of
divisional revenue, delivered strong growth across research,
clinical, and commercial markets, driven by content
development and high value analytics and decision tools.
Subscription
74%
Electronic Europe
89% 21%
RELX Annual Report 2022 | Scientific, Technical & Medical 19
Overview
ELSEVIER
CASE STUDY How Elsevier adds value to science
and researchers’ careers through
the publication process
Market segments
sectors and disciplines; and further funding can be secured.
The research community visits ScienceDirect
Professor Robert Aldridge, professor of public health data
science at the Institute of Health Informatics at University College 1.3bn times each year, performs 600K searches
London, recalls the bracing process involved in publishing a per day on ScienceDirect and accesses 1.8bn
paper in The Lancet, the number one journal globally in the articles across our journal platforms
general and internal medicine category, measured by citations:
“I remember going into the office and meeting with Richard
“I’m a postdoc and I think all postdocs have the same feeling:
Horton, editor-in-chief, and the peer reviewers for one paper.
we are under extreme pressure because we want to prove that we
It was brutal. They tore it to bits! We left the meeting feeling
are worthy as independent scientists,” says Liudmila Andreeva,
despondent, but ultimately it really improved it and made it a lot
a structural immunologist and biochemist who published a paper
better. There’s no doubt it pushed us and got us thinking about
in Cell. "Because my paper was published in Cell, my network just
the topic in a different way.”
Corporate Responsibility
boomed, everybody saw my name and everybody saw my work.
Researchers want to ensure their findings reach the right That was very rewarding."
audience and the decision-makers with power to change or
Elsevier journals also connect geographically disparate experts.
influence policy. Professor Aldridge’s past work on tuberculosis
Networks and collaborations are key in research, with papers
and migration, published in The Lancet, had significant policy
frequently including multiple authors and institutions. Professor
implications on the issue of screening migrants arriving in
Kei Sato, professor at the Institute of Medical Science in the
high-income countries from poor nations. Aldridge believes
University of Tokyo, published ground-breaking research in Cell
The Lancet’s reach and reputation helped support the
Host & Microbe, sister journal of Cell, on how mutations in viral
dissemination and uptake of his findings.
genes influenced infectivity and immunity. Those papers helped
In the competitive world of academia, publishing in an him to secure a $1m grant from the Japan Agency for Medical
Elsevier journal also helps career researchers build networks. Research and Development.
Financial review
We help ensure quality research accelerates progress for Scopus is an expertly curated abstract and citation database
society by organising the review, editing and dissemination with content from over 27,000 journals from more than
of around 18% of the world’s scientific articles 7,000 publishers to help researchers track and discover
Elsevier’s over 2,800 journals published more than 600,000 global knowledge in all fields
articles in 2022, from almost 2.7m submitted ClinicalKey, the flagship clinical reference platform, is used
224 of 225 science and economics Nobel Prize winners since by doctors, nurses, medical students and educators at over
2000 have published in an Elsevier journal 5,000 institutions in over 90 countries and territories
ScienceDirect, the world’s largest platform dedicated to peer- Reaxys, Elsevier’s chemistry research platform, utilises data
reviewed primary scientific and medical research, hosts over on 260m substances, 61m reactions, with 103m documents
Governance
20m pieces of content from over 4,600 journals and over 45,000 and 37m patents
e-books, and has over 18m monthly unique visitors. Its Ahref Sherpath, an adaptive teaching and learning solution,
ranking places it as one of the Top 200 platforms on the internet provides personalised learning paths at over 600 institutions,
SciVal is a web-based analytics solution that provides insights supporting more than 200,000 course enrolments
into the research performance of over 22,000 academic,
industry and government research institutions
The world’s largest platform dedicated Clinical knowledge solution helping healthcare
other information
Financial statements and
to peer-reviewed primary scientific and professionals and students find the most clinically
medical research relevant answers through a wide breadth and
depth of trusted content across specialties
Legal
We help lawyers win cases, manage their work more efficiently, serve their
clients better, and grow their practices. We assist corporations in better
understanding their markets and monitoring relevant news. We partner with
leading global associations and customers to help advance the Rule of Law
across the world.
Business overview The ICLR Weekly Law Reports and The All England Law Reports.
Legal provides legal, regulatory, and business information and Lexis+ Canada offers the most complete collection of legal
analytics that help customers increase their productivity, improve information including legal research, practical guidance,
decision-making, and achieve better outcomes. analytical tools, brief analysis, and bill tracking capabilities.
LexisNexis Legal & Professional is headquartered in New York In 2022, LexisNexis continued to broaden the reach of its decision
and has further principal operations in Dayton, Raleigh, and tools and analytics. Lex Machina launched Appellate Analytics,
Toronto in North America, London and Paris in Europe, and cities which provides analytics on the federal courts of appeals and adds
in several other countries in Africa and Asia Pacific. It has 11,300 over 400,000 circuit court cases from all 13 federal circuits.
employees worldwide and serves customers in over Intelligize launched Accounting Analytics, which enables users to
150 countries. research the latest disclosure trends and surface peer language
as new topics and emerging standards are disclosed. LexisNexis
Revenues for the year ended 31 December 2022 were £1,782m,
also launched its API Developer Portal, enabling customers to
compared with £1,587m in 2021 and £1,639m in 2020. In 2022,
connect LexisNexis data to local workflow activities.
68% of revenue came from North America, 20% from Europe,
and the remaining 12% from the rest of the world. Subscription LexisNexis also continued to expand legal news coverage with
represented 77% of revenue and transactional revenues Law360 in 2022, with deeper reporting across the US, Canada,
represented 23%. and UK including the launch of Real Estate Authority. It also
enhanced legal technology coverage with Pulse Legal Tech
LexisNexis Legal & Professional is organised in market-facing
and benchmarking with sector rankings such as Law360’s
groups, focused on law firms & corporate legal, government &
Pulse Leaderboard.
academic, and news & business markets. Services are delivered
primarily in electronic format, with print formats available where LexisNexis continued to enrich core solutions across global
there is customer demand. Content and tools are tailored to the segments in 2022. In the UK, TolleyLibrary and TolleyGuidance
specific geographic markets served, supported by global shared products in Tax were enhanced with new workflow features.
services organisations providing platform and product In France, LexisNexis expanded offerings in Lexis 360 Intelligence,
development, operational and distribution services, and other the integrated legal research, guidance, and analytics solution
support functions. launched in 2021, including an innovative partnership with French
fintech Harvest.
Law Firms & Corporate Legal, representing over 60% of
revenue, provides legal professionals across law firms and LexisNexis continued to enhance offerings in Practical Guidance,
corporate legal departments with electronic reference, decision the company’s ‘how to’ service (previously Lexis Practical
tools, and analytics to help make better informed decisions in Advisor) that provides guidance on litigation and transactional
the practice of law. legal topics. Practical Guidance further expanded Market
Standards benchmarking and launched new Workflow
Standard products for legal research and analytics include
Extensions, including Automated Forms, and a Video Center
Lexis and Lexis+, which provide statutes and case law with
which offers a new format for guidance.
analysis and expert commentaries from secondary sources,
such as Matthew Bender. Lexis and Lexis+ include the leading LexisNexis continued to develop Knowable, a Machine
citation service, Shepard’s, which advises on the continuing Learning-enabled enterprise contracts intelligence platform.
relevance of case law precedents. Knowable’s legal text to data conversion processes are used
to create structured data, powering solutions such as Market
Lexis+ was introduced in the US in 2020 and is a premium solution
Standards. In the Intellectual Property (IP) analytics space,
that integrates previously standalone products including
LexisNexis acquired IPlytics, a leading IP market intelligence tool
research, guidance, news, analytics, and brief analysis while
that allows companies to understand the patent landscape around
delivering a step-change in visual design. In 2022, LexisNexis
modern technologies like WiFi, 5G, and USB that are driven by
further enhanced Lexis+ US, adding over 3m trial orders and
Standard Essential Patents (SEPs).
briefs, pleadings, and motions and launching Fact & Issue Finder,
which uses state-of-the-art technology to help litigators find LexisNexis expanded offerings in LexisNexis Regulatory
materials with speed and precision. Compliance in 2022, with new modules including Sanctions and
Retail Banking in the US and Retail Energy in the Pacific. In China,
In 2022, LexisNexis launched Lexis+ in the UK and Canada.
LexisNexis launched Compliance Intelligence, with analytics and
Lexis+ UK offers over 250 leading practitioner texts, and unique
visualisations that support risk assessments.
content such as Halsbury’s Law of England and Stair Memorial
Encyclopaedia, in addition to over 630,000 cases, with LexisNexis
being the only provider to carry The ICLR Official Law Reports,
RELX Annual Report 2022 | Legal 21
In 2022, LexisNexis also launched Lexis Create across the UK and LexisNexis provides practice area and jurisdiction specific
Overview
Australia. Lexis Create is a Microsoft Word based tool that helps analytical treatises and practice guides, and publishes practice
lawyers draft efficiently, with the ability to snip and insert clauses, area focused newsletters with insight into key legal issues. Expert
proofread legal documents, and redact sensitive data. LexisNexis authors maintain our collection of treatises, forms, and automated
also launched Lexis Clause Intelligence, an AI-enabled tool that templates that drive efficiency and accuracy for customers.
recommends relevant clauses and can be used in Lexis Create,
In 2022, LexisNexis continued to provide print formats to customers
in the UK and Asia Pacific.
while supporting transitions to digital books, particularly through
LexisNexis also supplies Legal Business Solutions such as legal the Digital Library Platform which provides access to virtually all
spend management, matter management, and client engagement LexisNexis print titles. LexisNexis also began cloud migration of
software. In 2022, LexisNexis acquired Parley Pro, a top contract products to a solution hosted on the Lexis+ service.
life cycle management solution, to complement CounselLink,
Market opportunities
LexisNexis’ enterprise legal management platform.
Market segments
Longer term growth in legal and regulatory markets worldwide is
Supporting its Rule of Law mission, LexisNexis volunteers, in driven by increasing levels of legislation, regulation, regulatory
partnership with the Ukrainian National Bar Association and the complexity and litigation, and an increasing number of lawyers.
LexisNexis Rule of Law Foundation, built a new Legal Aid Portal,
Additional market opportunities are presented by the increasing
which enables law firms and companies around the world to offer
demand for online information solutions, legal analytics, and other
jobs and legal assistance to Ukrainian lawyers and their families
solutions, along with decision support solutions that improve the
at no cost.
quality and productivity of research, deliver better legal outcomes,
LexisNexis also introduced the US Voting Laws & Legislation and improve business performance. Notwithstanding this, legal
Center, which provides free access to a comprehensive collection activity and legal information markets are also influenced by
of existing and proposed state and federal voting laws, using data economic conditions and corporate activity.
from LexisNexis State Net and codes from Lexis+. The Voting Laws
Strategic priorities
Corporate Responsibility
Center gives legal professionals, non-profit organisations, and
LexisNexis Legal & Professional’s strategic goal is to enable
the public timely data on voting and election laws and supports
better legal outcomes and be the leading provider of workflow
the Rule of Law mission through transparency of law.
and productivity enhancing information, analytics, and
Government & Academic, representing around 20% of information-based decision tools in its market. To achieve this,
revenue, serves customers across government organisations LexisNexis is focused on introducing next-generation products
and law schools. and solutions on the global New Lexis platform and infrastructure;
incorporating advanced technologies including Machine
LexisNexis legal research and analytics tools empower legal
Learning and Natural Language Processing; driving long-term
professionals across major US federal agencies and state and
international growth; and upgrading operational infrastructure,
local government in upholding the rule of law. Products such as
improving process efficiency, and gradually improving margins.
Lexis+ and Practical Guidance enable efficient research, while
CaseMap helps manage and collaborate on legal cases. Across segments, LexisNexis is focused on the ongoing
Financial review
LexisNexis Reed Tech also provides patent data and document development of advanced legal research and practice solutions
management services to the US Patent and Trademark Office, that help lawyers make data-driven decisions with greater
with over 50 years of partnership. accuracy and efficiency. Global functions and presence enable
LexisNexis to effectively launch and scale products such as Lexis+
LexisNexis actively engages with law school users, reaching
across segments, leveraging shared assets from product design
faculty and students across about 200 law schools in 2022.
to back-end functionality.
Initiatives include product training, law course integrations,
and support in legal employment preparation. Through these LexisNexis is also continuing its mission to advance the Rule of
activities, LexisNexis helps students build search dexterity and Law around the world through the efforts of the LexisNexis Rule
use leading legal analytics tools to tackle complex research, of Law Foundation, a non-profit entity, which conducts projects
deliver quality drafts, and track key issues in the practice of law. globally to promote transparency of the law, access to legal remedy,
equal treatment under the law, and independent judiciaries.
News & Business, representing just under 10% of revenue,
Governance
provides customers across industries with news and business Business model, distribution channels and competition
information and insights, including company information and LexisNexis Legal & Professional products and services are
US Public Records. generally sold directly to law firms and to corporate, government
and academic customers on a paid subscription basis, with
The flagship product is Nexis, which provides an easy way to
subscriptions often under multi-year contracts.
search across a deep corpus of content of over 36,000 licensed
sources, including a 45-year news archive across 45 different Principal competitors for LexisNexis in US legal markets are
languages. Other core products include Nexis Newsdesk, an Westlaw (Thomson Reuters), CCH (Wolters Kluwer), and
analytics-driven solution for media monitoring, and Nexis Bloomberg. In news and business information, key competitors
Diligence, an all-in-one diligence solution for risk assessments are Bloomberg, Factiva (News Corporation) and Reuters News
across use cases. (Thomson Reuters).
other information
Financial statements and
In 2022, Nexis Diligence launched ESG ratings to support customers’ Significant international competitors include Thomson Reuters,
evolving diligence needs, tracking over 31,000 companies across Wolters Kluwer and Factiva.
North America, Europe, and Asia. Nexis also launched a new
Donor Profile feature in Nexis for Development Professionals
(NDP), which provides a singular view across key donor data,
such as demographics, donation history, and contact connections.
Print, representing about 10% of revenue, provides traditional
print materials as well as e-books with case law, statutes, and
other primary law sources that include leading brands such as
Matthew Bender, Mealey’s, Michie, LexisNexis A.S. Pratt and
LexisNexis Sheshunoff.
22 RELX Annual Report 2022 | Market segments
Further improvement in underlying revenue growth Government & Academic, which accounts for around
driven by legal analytics 20% of divisional revenue, and News & Business, just under
Underlying revenue growth improved to +5%, driven by the 10% of divisional revenue, both delivered good growth.
continuing shift in business mix as legal analytics drives higher
Renewals remain strong and new sales continue to show
growth in electronic revenue, which now represents almost
positive momentum across all key segments.
90% of the divisional total.
2023 outlook
Underlying adjusted operating profit growth of +8% was
We expect underlying revenue growth to remain above
ahead of underlying revenue growth, driving a 40 basis point
historical trends, with underlying adjusted operating profit
improvement in adjusted operating margin after minor dilution
growth continuing to exceed underlying revenue growth.
from portfolio changes was partly offset by small positive
currency movements.
Law firms & corporate legal markets, which accounts for over
60% of divisional revenue, saw strong growth as we continued
to roll out enhancements in the functionality of our integrated
research products and market leading analytics, supported by
broader datasets and the application of machine learning and
natural language processing technologies. Lexis+ continues
to perform well, with increasing adoption and usage from
customers across market segments.
1,782 372
1,587 326
Europe
20%
North
America Subscription
Electronic 77%
89% 68%
RELX Annual Report 2022 | Legal 23
Overview
LexisNexis LEGISLATIVE TRACKING API
CASE STUDY Ballard Spahr saves more than
$350,000 annually with Legislative
Tracking Application Programming
Interface (API) from LexisNexis
To create long lasting client relationships, responsiveness
counts. With more than 650 attorneys in 15 offices, Ballard
Spahr, a US national law firm, responds wherever and
whenever clients need them. Ballard Spahr devises
Market segments
forward-thinking solutions for the best client results.
Clients receive top-tier, data-driven business solutions through
the Client Value and Innovation (CVI) team Ballard Spahr formed
in 2018. Described as a “client experience innovator” and a “law
firm technology leader,” the CVI team is widely considered one
of the nation’s best. $350k
At the beginning of the pandemic, there were executive orders annual saving from utilising Legislative
and bills coming from every state that directly affected clients’ Tracking API
business operations. Ballard’s CVI team wanted to find a way
to automate Covid legislative developments in real time.
Corporate Responsibility
The CVI team built a Consumer Financial Services (CFS)
Once a template was created to track Covid-19 updates, Ballard
Tracker utilising an API to pull in regulatory information from
leveraged its technology along with the LexisNexis State Net
LexisNexis State Net. Working with the State Net API and the
API, which helps law firms stay on top of legislative tracking and
tagging service Ballard deployed, Ballard provided custom
regulatory compliance at the local, state and federal levels.
solutions and tangible value to its clients.
The team developed legislation trackers covering cannabis,
labour and employment, and consumer finance. The Consumer Financial Services Tracker initiative has been
yielding great results for Ballard Spahr and its clients. Clients
Consumer financial services is an extremely volume heavy
are impressed with the trackers and overall feedback has
practice. Managing this large amount of information manually
been positive. By automating the tracking and tagging of key
was nearly impossible for the firm. LexisNexis helped
regulatory content, Ballard Spahr was able to replace a
Ballard Spahr take its data to the next level to make
manual process that did not yield the best results. The efforts
actionable recommendations for its clients.
of the CVI team were able to save the firm more than
Financial review
$350,000 annually.
LexisNexis hosts over 144bn legal and news documents LexisNexis content includes more than 293m court
and records dockets and documents, over 159m patent documents,
On average, 1.2m new legal documents are added daily from 4.25m State Trial Orders, and 1.45m jury verdict and
over 72,000 sources, generating over 146bn connections settlement documents
with over 27m legal documents processed per day In 2022, Law360 produced over 55,000 news and analysis
Nexis news and business content includes over 39,000 articles
premium sources in 45 languages, covering over 180 Lex Machina has normalised over 102m counsel mentions
Governance
countries. It includes over 503m company profiles with and over 54m party mentions since 2016
a content archive that dates back 45 years LexisNexis is committed to advancing the Rule of Law
PatentSight includes ratings on the innovative strength through operations and solutions that provide transparency
of over 144m patent documents from over 100 countries into the law in over 150 countries
other information
Financial statements and
Exhibitions
Our business leverages industry expertise, large data sets and technology to
enable our customers to build their businesses by connecting face-to-face and
digitally. This enables innovation and generates billions of dollars of revenues
for the economic development of local markets and national economies
around the world.
Organic growth will be achieved by continuing to generate Business model, distribution channels and competition
Overview
greater customer value by combining the best of face-to-face Over 70% of RX’s revenue is derived from exhibitor fees, with the
events with data and digital tools and platforms. RX will continue balance primarily consisting of admission charges, conference
to seek organic growth through launches that are tightly focused fees, sponsorship fees and online and offline advertising.
on industries and geographies that are best placed for long Exhibition space is sold directly or through local agents where
term growth. applicable. RX often works in collaboration with trade
associations, which use the events to promote access for
RX focuses on three main areas that position it for long-term
members to domestic and export markets, and with governments,
success.
for which events can provide important support to stimulate
Digital initiatives: digital tools and platforms have been widely foreign investment and promote regional and national economic
deployed and enhanced to increase the value from restarted activity. Increasingly, RX is offering visitors and exhibitors the
face-to-face events opportunity to interact before and after the show using digital
Market segments
Operational efficiency: a leaner and more nimble structure is tools and platforms such as online directories, matchmaking
in place, better able to respond to changing circumstances and and mobile apps.
customer needs. This new structure, RX’s global technology RX is one of the largest global event organisers in a fragmented
platforms and more specialist functions allow RX to accelerate industry, holding a global market share of less than 10%. Other
revenue growth, while controlling costs and embedding international exhibition organisers include Informa, Clarion and
sustainability throughout the organisation. It also enables a some of the larger German Messen, including Messe Frankfurt,
faster and more agile deployment of digital products, new Messe Düsseldorf and Messe Munich. Competition also comes
events and process innovation from industry trade associations and convention centre and
Portfolio optimisation: RX actively continues to shape its exhibition hall owners.
portfolio through a combination of new launches, strategic
partnerships and selective acquisitions in faster growing
Corporate Responsibility
sectors and geographies
RX is committed to continuously improving customer solutions
and experience by developing global technology platforms
based on industry databases, digital tools and data analytics.
By providing a variety of services, including its integrated web
platform, the company continues to increase customer value
and satisfaction by proactively putting the right buyers and sellers
together on the event floor. Increasingly, digital and multi-channel
services such as active matchmaking are becoming a normal
part of the customer expectation and product offering,
enhancing the value delivered through attendance at the event.
Financial review
Using customer insights, RX has developed an innovative product
offering that underpins the value proposition for exhibitors by
broadening their options in terms of the type and location of
stand they take and the channels through which they can
address potential buyers.
RX’s digital tools and platforms are being enhanced by a new data
lake that integrates internal data with external sources to provide
better insights for its customers.
Governance
other information
Financial statements and
26 RELX Annual Report 2022 | Market segments
534
10
Europe
Face-to-face 47%
93%
RELX Annual Report 2022 | Exhibitions 27
CASE STUDY
Overview
EUROBLECH
Great success in challenging
market conditions
Market segments
1984, regarding it as an important showcase for innovation,
demonstration and international sales. Held in Hanover, Germany,
EuroBLECH is the world’s largest international event for the
sheet metal processing industry. Following the postponement
+3,800
of the 2020 edition due to Covid, the global industry came More than 3,800 people experienced the
together for the first time in four years at EuroBLECH 2022 4D journey of the Bystronic vision and efforts
(25-28 October) to discover the latest developments in software, of a sustainable sheet metal industry in the
automation and sustainable solutions. ‘Flying Theatre’
Bystronic took the opportunity to present its new sheet metal
processing software, smarter and more powerful laser cutting
Compared to the last EuroBLECH in 2018, interest in Bystronic
systems, two new mobile pressbrakes, and a consistent focus on
proved to be robust and stable. Feedback from customers
Corporate Responsibility
sustainability along the entire cutting and bending process chain.
showed a strong interest in software and automation solutions,
Among other highlights the company unveiled its first as well as in Bystronic’s sustainability efforts. By equipping its
sustainability report offering detailed insights into systems with features and energy-saving components,
environmental, social and governance activities with a strong Bystronic is helping its customers to make their production
focus on driving the decarbonisation of the sheet metal industry. even more efficient and therefore more sustainable.
It drew large crowds to its ‘Flying Theatre’, an immersive
Attendees and exhibitors were excited to meet in person again
cinema experience that showcases Bystronic’s vision to position
and to take the pulse of the global industry after a challenging
sheet metal as a material of the future through digitalisation
few years. The total number of visitors was 38,076, of which
and sustainability. And it was delighted to win the EuroBLECH
44.5% came with the intention to invest. Despite the difficult and
Award in the Automation & Handling category.
uncertain economic and geopolitical environment, the majority
of attendees were positive about new investments, albeit with
Financial review
greater caution.
In 2022 RX ran 254 face-to-face events in 22 countries, RX’s face-to-face events and brands all have digital and data
up from 215 events* in 2021 tools and platforms to extend the reach of the event beyond
These RX events helped participants build their businesses the exhibition hall and increase the value of participating
by finding new products, suppliers and customers, learning 42 industry sectors are served in 22 countries across
about their industry’s innovations and networking effectively the globe
Governance
PARIS EXPO
PORTE DE
VERSAILLES
03 06 OCT
Corporate
responsibility
In this section
28 Introduction
35 Our unique contributions
40 CR governance
44 People
50 Customers
55 Community
59 Supply chain
63 Environment
73 CR disclosure standards
Contact details
Your views are important to us.
Please send your comments to:
corporate.responsibility@relx.com
Or write to:
Dr Márcia Balisciano
Global Head of ESG and Corporate Responsibility
RELX
1–3 Strand
London
WC2N 5JR
United Kingdom
Overview
Our focus on corporate responsibility and
ESG performance underpins the long-term
Market segments
financial health of our business and
helps us meet the expectations of all
our stakeholders.
Dr Márcia Balisciano
Global Head of ESG and Corporate Responsibility, RELX
Corporate Responsibility
CR and risk basis. It is the responsibility of everyone at RELX.
In this report we outline our principal risks, which map to our
CR gives us long-term sustainable competitive advantage. It inspires
CR priorities, including meeting customer needs, attracting confidence in our stakeholders, and provides a ‘license to operate’
and retaining the right people, maintaining an ethical supply in the communities in which we live and work. It underpins our
chain and managing climate risks as presented in our business strategy to deliver improved outcomes for our customers
Taskforce for Climate-related Financial Disclosure (see by combining content and data with analytics and technology across
CR Disclosure Standards 1). We also indicate our alignment global platforms and helps us build leading positions in our markets
with the Sustainability and Accounting Standards Board by leveraging our skills and assets.
(see CR Disclosure Standards 2).
We align the objectives we set for our unique contributions, as
We review the implications of our identified risks to ensure well as those for the significant areas that affect all companies –
appropriate mitigation. For example, one strategic risk is governance, people, customers, community, supply chain and
Financial review
customer acceptance of our products and services; we must environment – with the United Nations Sustainable Development
therefore make certain they are reliable and high quality, Goals (SDGs) to support the achievement of these 17 global goals
responding to the views expressed through customer by 2030.
feedback programmes, including Net Promoter Score, and
access initiatives to ensure those who might benefit from our We believe in timely, comprehensive reporting (see CR Disclosure
products and services can do so. In this way, we minimise Standards 2 and 3 for how we align with key standards, including the
risk of financial loss and damage to our corporate reputation. Sustainability Accounting Standards Board and the Global Reporting
Initiative). Key non-financial metrics for environment, people and
supply chain are assured by EY. Corporate Citizenship assure our
Corporate responsibility (CR) and environmental, social and community disclosures against the Business for Societal Impact
governance (ESG) performance begins with the purpose of (B4SI) Framework. Full assurance statements are available at
www.relx.com/additional-cr-resources . CR is an integral part of
Governance
the company.
the statements of the Chair, CEO and CFO (see pages 3, 4, and 82-87).
RELX is a global provider of information-based analytics and
decision tools for professional and business customers, We pursue robust governance of CR and ESG issues for which the
enabling them to make better decisions, get better results and CEO is directly responsible to the Board. The leaders of our four
be more productive. businesses are held to account by the CEO, reinforced by objective
setting and monitoring by our CR Forum and the involvement of
Our purpose is to benefit society by developing products that help over 3,500 colleagues in our internal CR networks (page 33).
researchers advance scientific knowledge; doctors and nurses
improve the lives of patients; lawyers promote the rule of law and
achieve justice and fair results for their clients; businesses and
governments prevent fraud; consumers access financial services
and get fair prices; and customers learn about markets and Sustainable Development Goals (SDGs)
other information
Financial statements and
complete transactions. We’re committed to doing our part to advance these essential
objectives for the world. Throughout the Corporate
Our purpose guides our actions beyond the products that we Responsibility section of this report, SDG icons highlight
develop. It defines us as a company. Every day across RELX our the SDGs relevant to the content.
employees are inspired to undertake initiatives that make unique
contributions to society and the communities in which we operate. Visit the RELX SDG Resource Centre
www.sdgresources.relx.com
To be a leading company requires acting with CR; that is, with the
highest ethical standards, while channelling our strengths to make
a positive difference for society. To us, CR is not a programme or
30 RELX Annual Report 2022 | Corporate responsibility
Section 172 of the Act requires the Directors to have regard to,
among other matters, the interests of the Company’s
stakeholders in working to promote the success of the
company. The Board recognises the importance of building and
maintaining sound relationships with RELX’s key stakeholders
in order to achieve its business aims. Among the Group’s many
and varied stakeholders, the Board has identified investors,
employees, customers, suppliers and the communities in
which we operate, as the Company’s key stakeholders. Given
its size, diversity and global business, stakeholder engagement
takes place at all levels across the Group. To ensure adequate
visibility of key stakeholder views, the Board received a detailed
overview in the year covering engagement channels and
activities the Company has with each of its key stakeholders.
In 2022, the Board also continued to oversee our substantial
corporate responsibility activities, and maintained its focus
on RELX’s environmental, social and governance (ESG)
performance. The Board’s oversight on ESG matters is detailed
on page 107 as part of Board activities, and page 111 as part of the
Board’s engagement with the communities in which we operate.
RELX Annual Report 2022 | Introduction 31
Overview
2018 2019 2020 2021 2022
Revenue (£m) 7,492 7,874 7,110 7,244 8,553
People
Number of full-time equivalent employees (year end) 32,100 33,200 33,200 33,500 35,700
Percentage of women employees (%)^ 51 50 50 50 50
Percentage of women managers (%)^ 42 42 42 44 44
Percentage of women senior leaders (%)1^ 28 30 28 30 31
Percentage of ethnic minority US/UK managers (%)^ 17 19 19
Percentage of ethnic minority US/UK senior leaders (%)1^ 9 10 12
Community 2
Market segments
Total cash and in-kind donations (products, services and time (£m)) 8.7 9.2 9.2 10.4 12.3
Market value of cash and in-kind donations (£m) 17.6 18.7 17.6 20.6 22.6
Percentage of staff volunteering (%)3 42 45 26 32 36
Total number of days volunteered in company time 11,720 12,127 6,821 10,362 12,830
Health and safety (lost time) 4
Incident rate (cases per 1,000 employees)^ 0.28 0.50 0.11 0.07 0.17
Frequency rate (cases per 200,000 hours worked)^ 0.03 0.06 0.01 0.01 0.02
Severity rate (lost days per 200,000 hours worked)^ 0.69 0.69 0.07 0.02 0.36
Number of lost time incidents (>1 day)^ 8 14 3 2 5
Socially Responsible Suppliers (SRS)
Corporate Responsibility
Number of key suppliers on SRS database5^ 348 354 412 359 724
Number of independent external audits^ 84 93 99 111 119
Percentage signing Supplier Code of Conduct (%)6^ 89 91 91 96 87
Environment 7
Total energy (MWh)^ 190,145 176,682 142,098 125,095 117,997
Renewable electricity purchased (MWh)8 ^ 125,707 135,710 120,710 105,793 98,013
Percentage of electricity from renewable sources (%)8^ 78 91 100 100 100
Waste sent to landfill (t)9^ 962 804 210 150 73
Percentage of waste diverted from landfill (%)9^ 83 81 91 93 97
Water usage (m3)^ 346,408 344,304 226,509 183,575 156,734
Climate change (tCO2e)7
Financial review
Scope 1 (direct) emissions^ 8,126 8,498 5,217 5,644 5,211
Scope 2 (location-based) emissions^ 75,194 69,616 53,740 44,051 37,270
Scope 2 (market-based) emissions^ 16,818 18,384 11,384 8,321 8,952
Scope 3 (business flights) UK BEIS methodology10^ 68,363 62,254 18,652 5,032 21,616
Scope 3 (business flights) Cirium methodology10 34,163 37,142 8,561 3,133 10,417
Scope 1 + Scope 2 (location-based) emissions^ 83,320 78,114 58,957 49,695 42,481
Scope 1 + Scope 2 (location-based) + Scope 3 (flights) emissions^ 151,683 140,368 77,610 54,727 64,097
Scope 1 + Scope 2 (market-based) + Scope 3 (flights) emissions^ 93,306 89,136 35,254 18,996 35,779
Paper
Production paper (t)^ 35,555 34,599 36,259 40,910 28,466
Governance
Sustainable content (%)11^ 90 96 92 98 99
1 We define senior leaders as colleagues with a management grade of 17 and above. People figures for 2020 and 2021 have been restated accordingly. Previously we defined
senior leaders as either a) colleagues with a management grade of 17 and above, based on our job architecture framework developed with external input and b) colleagues
with a management grade of 16 (and above) with a hierarchy of 4 (or 5 in some circumstances) reporting levels from the CEO.
2 Data reporting methodology assured by Business for Societal Impact (B4SI). Reporting period covers 12 months from December 2021 to November 2022.
See B4SI assurance statement at www.relx.com/additional-cr-resources.
3 All Group employees can take up to two days off per year, coordinated with line managers, to work on community projects that matter to them. Number of staff
volunteering reflects the number of staff using their two days, as well as those who participated in other Company-sponsored volunteer activities.
4 Accident reporting covers approximately 82% of global employees.
5 We continue to refine our supplier classification and hierarchy data, contributing to changes in the number of suppliers we track year-on-year.
6 Signatories to the RELX Supplier Code of Conduct include suppliers who have not signed the Supplier Code, but have equivalent codes. These suppliers are subject
to the same audit requirements as Supplier Code signatories.
7 We compensated for emissions in Scope 1, Scope 2 and Scope 3 (work-related flights, hotels, cloud computing, home-based working and commuting) by purchasing
offsets. Climate change and environmental data (carbon, energy, water, waste) covers the 12 months from December 2021 to November 2022. Previous years have
other information
Financial statements and
#1
Unique contributions
#1
Having the right people
Ranked by stakeholders as our primary Ranked by stakeholders as the primary
impact on society and environment impact for RELX
Engagement
Employees are our primary internal stakeholders and we involve more than 3,500 colleagues across RELX in our CR networks,
who in turn reach more people across the Company. Examples of how we engage with our stakeholders are available at
www.relx.com/additional-cr-resources.
Our external stakeholders
Local Industry
Investors Government Customers NGOs Suppliers
communities networks
RELX Annual Report 2022 | Introduction 33
Overview
3,500
participants in CR networks
Socially
Responsible
Accessibility
Working
Group Mental Health
Supplier Group First Aiders
31
Disaster and
SDG Champions Emergency Relief
Market segments
Working Group
countries Rule of Law
Working Group Inclusion Council
RX Inclusion
Sustainability Working Group
Steering Group Examples of
RELX Cares our internal Carbon Fund
Governance Group
Champions stakeholders
Corporate Responsibility
Customer Quality Elsevier
Assurance Network Accessibility Guild
Financial review
Commitment to the United Nations Global Compact The UNGC is a partner of the RELX SDG Resource Centre, which
The United Nations Global Compact (UNGC) links businesses features UNGC content. The UNGC UK Network was a partner on
around the world with UN agencies, labour and civil society in the virtual RELX SDG Inspiration Day, which brought together over
support of Ten Principles encompassing human rights, labour, 400 representatives from business, the investor community,
the environment and anti-corruption. Each year, we work to academia, non-profit organisations and civil society to inspire
further UNGC principles within RELX and in our supply chain. action and collaboration to advance the global goals.
In the year we demonstrated leadership as one of 850 early
For how we put the Ten Principles into practice over
adopters of the new Enhanced Communication on Progress,
the past year, see our Communication on Progress at
among more than 18,000 signatories. We contributed to the
www.unglobalcompact.org/what-is-gc/participants/7909.
Governance
UNGC Expert Network and key SDG working groups on Modern
Slavery, Diversity, Equality and Inclusion and Transformational
Governance and shared our expertise as panelists at UNGC
events, including the 2022 UK Climate Action Summit. Our
Global Head of ESG and CR serves as the Chair of the UNGC
UK Network and on the Board of the Foundation for the Global
Compact, which provides financial, operational and
programmatic support to the UNGC.
other information
Financial statements and
34 RELX Annual Report 2022 | Corporate responsibility
16
%
LexisNexis Risk Solutions was LexisNexis Risk Solutions Elsevier’s Reaxys won Data Elsevier won the Customer
named Best Cybersecurity was awarded Best Solution Engineering Excellence at Centric Culture category at
Provider by Waters Rankings Anti-fraud at the Regulation Analytics India Magazine’s Data the European Customer
for LexisNexis ThreatMetrix Asia Awards for Excellence Science Excellence Awards Centricity Awards
2022
Legal Exhibitions
LexisNexis Legal & The CEO of LexisNexis Legal RX won three awards for Best RX won the Trade Show News
Professional’s Center for & Professional South Africa, Global Culture, Best Network Comeback Award
Automation and Process Videsha Proothveerajh, Marketing Team and Best for JCK, the world’s largest
Excellence (CAPE) won received the Woman in Leadership Team at the jewelry trade show
Best Digital Transformation Tech award at the 2022 Comparably Awards
Project at the Global Africa Tech Week Awards
OPEX Awards
MSCI ESG Ratings Sustainalytics ESG Risk Rating S&P Global Sustainability Tortoise Responsibility100
• AAA rating • Global universe: 11th out of Yearbook Index
14,000+ • Bronze class distinction • 4th out of 100
• Sector (media): 1st out of 284
Dow Jones Sustainability FTSE4Good Index STOXX Global ESG ECPI Indices
Index Included in: Leaders Indices • Included
Included in • FTSE4Good Europe Index • Included
• World • FTSE4Good UK Index
Overview
Our unique contributions
Our unique contributions are how we make a positive impact on society
in the conduct of our business.
Market segments
Universal, sustainable access Santiago Espinoza
to information Director, Market Planning
LexisNexis Risk Solutions
Protection of society
Lack of access to sustainable credit
is one of the biggest challenges in
Corporate Responsibility
Promotion of the rule of
fighting poverty and increasing
law & access to justice
economic opportunity in emerging
Fostering communities markets. Our products are helping
to address this challenge.
Financial review
Risk uses alternative credit data, such as professional licenses,
low-income countries; use of products asset ownership, higher education data and other public
records to help lenders better assess borrowers ensuring
and services to reduce online fraud and
consumers are not underestimated while addressing the
identity theft problem of ‘credit invisible’ people, those with no credit record.
In 2022, Risk launched Decision Trust, leveraging global
Financial inclusion is essential to the SDGs. With adequate intelligence on consumer behaviour to help lenders determine
wages and access to appropriate financial tools, citizens are the fraud risks associated with a credit application; enabling
lifted out of poverty, (SDG 1); avoid hunger (SDG 2); have better greater financial inclusion for those lacking sufficient credit
health (SDG 3); are more likely to receive quality education history with local credit bureau databases. Alternative data
(SDG 4); and more women are likely to aid the financial modelling has allowed customers to increase their acceptance
Governance
well-being of their communities (SDG 5), among other rates by up to 500% because they now have visibility into
SDG benefits. previously excluded population groups. Decision Trust is opening
up opportunities for customers to engage with otherwise
However, according to Global Findex estimates, published
credit-invisible candidates who represent roughly 75% of the
by the World Bank in 2021, 1.7bn adults in the world lack
adult population in emerging markets around the world. Decision
an account with a financial institution or a mobile money
Trust has a pipeline of 58 initiatives across various markets,
provider. A joint study by McKinsey and the IFC estimates
including Chile, Colombia, Indonesia, Mexico, Peru, South Africa
that micro and small enterprises face a $2tn credit gap,
and Vietnam.
detection of in-progress authorised push payment fraud among In 2022, there were over 1.5m Research4Life downloads
online banking customers. In 2022, LexisNexis Financial Crime from ScienceDirect. In serving the global scientific research
Digital Intelligence, a financial crime compliance solution that community, Elsevier published over 600,000 articles in 2022.
leverages digital identity data to transform compliance
In 2022, the Elsevier Foundation advanced Research4Life’s
workflows, was recognised with Aite-Novarica Group’s 2022
new Country Connectors initiative which aims to heighten
Anti-Money Laundering Impact Award which recognises
awareness and use of Research4Life content, building
organisations and vendors for new and disruptive financial crime
communities of users by establishing national focal points
solutions that most effectively and efficiently counter escalating
in Bhutan, Eswatini, Ghana, Kenya, Liberia, Sierra Leone
financial crime threats.
and Tanzania. Connectors are creating tailored networking,
The ADAM programme was developed and donated by LNRS information skills building and promotion, empowering
in 2000 to help the National Center for Missing and Exploited users to drive change in their communities.
Children (NCMEC) find missing children. ADAM technology,
To bridge the clinical practice gap in low-income countries,
which is maintained and enhanced by LNRS employees,
the Elsevier Foundation continued its partnership with Amref
distributes missing child alert posters to law enforcement,
HealthAfrica’s LEAP programme which scales mobile learning
hospitals, retail, businesses and the public within specific
for healthcare workers in Ethiopia. Elsevier data scientists are
geographic search areas. In 2022, ADAM distributed 1.5m poster
working with long-standing partner, Datakind, to build
alerts in over 1,880 missing child cases that helped NCMEC
predictive analytics capacity to help Amref understand how
resolve over 1,300 missing child cases.
its platform engages learners and health outcomes.
Scientific, Technical & Medical SSRN is Elsevier’s preprint and early-stage research platform.
Elsevier plays an important role in advancing human welfare and It enables researchers around the world to openly share their
economic progress through its science and health information, work so that it’s freely available to others in their field and the
which spurs innovation and enables critical decision-making. wider research community, promoting discussion, collaboration
Among others, Elsevier makes a significant contribution to and the exchange of ideas. In 2022, SSRN exceeded 1m papers
SDG 3 (Good Health and Well-Being), SDG 5 (Gender Equality), on the platform with over 200m content downloads.
SDG 10 (Reduced Inequalities) and SDG13 (Climate Action).
To broaden access to its content, Elsevier supports programmes
in places where resources are often scarce. Among them
is Research4Life, a partnership with UN agencies and over
1.5m+
Research4Life downloads from Elsevier’s ScienceDirect
200 publishers; we provide core and cutting-edge scientific
information to researchers in 125 low-and middle-income
countries. As a founding partner and leading contributor, Elsevier
provides around 15% of the material available in Research4Life,
encompassing approximately 5,000 journals and 30,000 e-books.
5,000+
Elsevier journals available through Research4Life
2022 PERFORMANCE
Overview
Legal Legal launched a new ESG tracker in 2022 that leverages Nexis
Newsdesk to allow users to explore ESG trends and conduct
LexisNexis Legal & Professional (LNL&P) advances SDG 16
customisable searches. It includes a search bar delivering the
(Peace, Justice and Strong Institutions) through its products and
top 15 ESG-related news stories sourced in real time, drawing
services that promote the Rule of Law. The LNL&P global legal
on nearly 100,000 news sources written in over 90 languages.
and news database contains 144bn documents and records
The ESG tracker allows users to create comparisons between
providing transparency of the law in more than 150 countries,
their ESG efforts and those of competitors.
with some 1.2m new legal documents added daily.
In 2022, the LNROLF completed a multi-year project in support
Through its content, data and analytics, LNL&P supports the
of the Defence Bar of Indonesia. Along with experts from the
four components of the Rule of Law: transparency of law,
International Legal Foundation and the Attorney General
equality under the law, independent judiciaries and accessible
Alliance, LNROLF facilitated training for defence lawyers and
Market segments
legal remedy.
prosecutors on why input from both are essential to a fair trial.
Legal has partnered with the International Bar Association (IBA) In addition, legal colleagues reviewed and supported the
on the eyeWitness to Atrocities App, which allows human rights relaunch of a Human Rights Assessment Tool for Oxfam which
defenders to document and report human rights abuses allows citizens to protect their rights by providing details on
in a secure and verifiable way so information can be used as their human rights status to government authorities.
admissible evidence in relevant forums such as the International
Since 2008, LNL&P has partnered with industry associations to
Criminal Court of Justice. LNL&P utilises its premium data
recognise individuals and organisations for their commitment
hosting capabilities to provide a secure repository for the
to the Rule of Law. 2022 award honourees include Ghana’s Yorm
information collected, with over 40,000 photos and videos
Ama Abledu, recipient of the Outstanding Young Lawyer Award,
uploaded to date, including over 20,000 relating to allegations
jointly established by LNL&P and the IBA Young Lawyers
of Human Rights abuses and crimes against humanity in Ukraine.
Corporate Responsibility
Committee, for her demonstrable passion for mentoring the
In 2022, we provided support for the creation of a Ukrainian
next generation of African legal professionals. In 2022, LNL&P
language version of the app.
also partnered with the IBA to establish the IBA Rule of Law
In 2022, Legal, in partnership with the LexisNexis Rule of Law Forum/LexisNexis Rule of Law Lifetime Achievement Award,
Foundation (LNROLF) and the Ukrainian National Bar Association, which was presented to Benjamin B. Ferencz, for his dedication
developed the LexisNexis Legal Aid Portal – Ukraine. The portal to the Rule of Law.
allows law firms and corporations to offer legal jobs and
complimentary legal assistance to Ukrainian lawyers, enabling
them to receive help from anywhere in the world.
Legal, in partnership with the LNROLF, also launched the LexisNexis
40,000+
Photos and videos uploaded to eyewitness to Atrocities
US Voting Laws and Legislation Centre in 2022. This tool, created by
Financial review
a LexisNexis team of over 50 employees, provides free public
access to over 40,000 US state and federal voting laws and related
legislative changes, providing unbiased, non-partisan information
for understanding current laws, and changes over time.
1.2m+
New legal documents added daily to LexisNexis
2022 PERFORMANCE
Governance
advancing a legislative review project This project is a great example of
with the UK National Crime Agency and how we leverage our core business
the International Centre for Missing and assets, our people, their expertise,
Exploited Children on child sexual abuse and their passion, to advance the
reporting and data sharing across Rule of Law.
nine countries Nigel Roberts
VP Global Associations, LexisNexis Legal & Professional
The LexisNexis Global Legal Team volunteered their time and and VP LexisNexis Rule of Law Foundation
expertise to develop a research piece on the legislation that
other information
Financial statements and
2022 PERFORMANCE
Overview
Across RELX speakers included former Secretary General of the United
Nations, Ban Ki-moon, and legendary musician and political
Recognising that across RELX we have products, services, tools
activist, Sir Bob Geldof.
and events that advance the UN’s 17 SDGs, we created the free
RELX SDG Resource Centre in 2017 to advance awareness, 2022 marked the twelfth year of the RELX Environmental
knowledge and implementation. Since 2017, we have made Challenge, focused on providing improved and sustainable
over 1,500 journal articles and book chapters free to access access to water and sanitation where it is presently at risk. The
via the RELX SDG Resource Centre which would have $50,000 first prize winner was Caminos de Agua, a US charity
otherwise cost over £3m to make open access. operating in Mexico which develops low-cost, community-run
groundwater treatment systems that remove arsenic and
We held our annual RELX SDG Inspiration Day in the year with a
fluoride from community water supplies. The $25,000 second
focus on SDG16, Peace, Justice and Strong Institutions, giving
prize winner was MSABI, a Tanzanian organisation with a
Market segments
thought leaders, corporate representatives, investors,
subscription-based model for maintaining community water
governments, and NGOs a common platform to discuss
pumps. For more information see page 69.
challenges and opportunities for collaboration. Keynote
2022 PERFORMANCE
Corporate Responsibility
In 2022 we increased the number of research articles on
the RELX SDG Resource Centre by 24% and added 650 new
content items. We published 18 special issues in 2022
featuring curated articles, book chapters and other content
on specific topics. This included a humanitarian special issue
in the wake of the invasion of Ukraine and other crises which
3,200+
had more than 27,000 page views. Ahead of COP27 in
November we also released a climate change special issue,
which included a curated list of 110 Elsevier journal articles
and book chapters to inspire positive environmental action Research articles available on the RELX SDG Resource Centre
and further climate research. We closed the year with more
Financial review
than 155,082 unique users, a 16% increase over 2021.
Protection of society – SDG 10 (Reduced Inequalities): Use our products and expertise to advance the SDGs,
Expansion of financial inclusion efforts in Africa and APAC among them:
Governance
working to provide lenders with improved risk information
SDG 3 (Good Health And Well-Being)
from alternative credit data to benefit more people
SDG 10 (Reduced Inequalities)
Advance of science and health – SDG 10 (Reduced
Inequalities and SDG 13 (Climate Action): Global SDG 13 (Climate Action)
partnerships to advance an inclusive approach to climate
SDG 16 (Peace, Justice And Strong Institutions)
action, including with the World Academy of Sciences
to support women scientists in the Global South working Enrich the SDG Resource Centre to ensure essential content,
to address climate change tools and events on the SDGs are freely available to all
Promotion of the rule of law and access to justice – SDG 16
(Peace, Justice and Strong Institutions): Advance the United
other information
Financial statements and
Our values
We monitor the progress of each business in embedding our values.
Global
Head of ESG
CR Compliance RELX CR
and Corporate
Forum Committees networks
Responsibility and
CR Team
RELX Annual Report 2022 | Corporate responsibility governance 41
Overview
ethical standards Key points:
RELX is committed to fostering a culture of integrity. Doing the Ethics and compliance policies,
Right Thing is more than a phrase at RELX, it embodies principles training and tracking
that represent RELX’s culture of integrity. It includes ensuring
respect for one another, incorporating ethics in all our actions; Read our Code of Ethics and Business Conduct at www.relx.com/
growing our business with integrity; holding ourselves and cr-downloads
each other accountable; and taking time to ask questions
To help employees comply with applicable laws, we
and report concerns.
supplement the Code with other policies in areas critical
Doing the Right Thing is underpinned by clear actions for to our business, including anti-bribery, competition, data
employees, among them, being honest in our dealings with others; privacy and security, trade sanctions and workplace conduct.
Market segments
respecting the law, our policies and colleagues; and courageously
speaking out for what is right. RELX in turn provides supporting To facilitate understanding We maintain compliance
training and resources; enables a culture where people can feel of the Code and our other committees for all RELX
comfortable speaking up and experience no retaliation when they policies we require cyclical business areas which help
do; and ensures concerns are listened to and acted on in a fair mandatory training and use set and implement
and timely manner. a range of communication compliance initiatives for
The pillars of our compliance activities are risk assessment; tools, including video each business
policies and procedures; training and communications;
investigations and remediation; and monitoring of internal We provide specialised The Code stipulates
controls. Accordingly, the RELX Operating and Governance training and webinars for protection against
Corporate Responsibility
Principles describe the processes, policies, and controls to colleagues in higher-risk retaliation if a suspected
manage risk. We engage in a legal and compliance risk roles and locations violation of the Code or
assessment twice a year to identify the top legal and compliance law is reported
risks to the Company.
Our Code of Ethics and Business Conduct (the Code) sets the
standards of behaviour for all RELX employees. Among other
topics, the Code addresses fair competition, anti-bribery,
conflicts of interest, employment practices, data protection and
99.5% 13
Completion rate for all Our Code of Ethics and
appropriate use of company property and information. It also
courses within 90 days Business Conduct is
encourages reporting of violations – with an anonymous reporting
of issuance available in 13 languages
option where legally permissible.
Financial review
We offer several reporting channels to report Code-related
concerns, including an Integrity Line, available to employees, The Code and a related supplemental policy also address
suppliers, and other reporting persons. The Integrity Line is corporate political contributions, which are strictly prohibited
managed by an independent third party and accessible by except in the US, where such contributions and activities are
telephone or online 24 hours a day, 365 days a year. The Integrity permitted in certain states within allowable limits, if they comply
Line also includes an Ask A Question feature which allows with stringent reporting and disclosure regulations. Employees
employees to seek ethical advice before taking action. Reports must obtain senior management approval for any proposed
of violations of the Code or related policies are promptly corporate political contributions; all corporate contributions
investigated, with careful tracking and monitoring of violations are reported as required by law. Contributions are made on
and related mitigation and remediation efforts. a bipartisan basis to support the progression of the company
and no funds are donated for presidential campaigns.
The number of reports received is publicly available on our
Governance
website www.relx.com/investors/corporate-governance/ We remained diligent in our ongoing efforts to comply with
code-of-ethics applicable bribery and sanctions laws and mitigate risks in
these areas. Our anti-bribery and sanctions programmes
We maintain a comprehensive set of other compliance policies and
include detailed, risk-based internal policies and procedures
procedures in support of the Code and our risk areas, which are
on topics such as doing business with government officials, gift
reviewed and updated periodically to ensure they remain current
and entertainment limits, gift registers, and complex sanctions
and effective. We formally audit the compliance programme,
requirements. Relationships with third parties and acquisition
including the Code, every three years. Our policies, including
targets are evaluated for risk using one or more of the following
our anti-bribery policies, also comprise part of our adequate
methods, including; questionnaires, references, detailed
procedures for compliance with applicable laws. Full and
electronic searches, and Know Your Customer screening tools.
part-time employees receive mandatory training on the Code – both
We monitor and assess the implementation of our anti-bribery
other information
Financial statements and
A responsible taxpayer
Overview
2022 PERFORMANCE
Taxation is an important issue for us as well as our stakeholders,
including our shareholders, governments, customers, Support of SDG 16 through continued
suppliers, employees and the global communities in which advancement of African tax law
we operate. We are transparent about our approach to tax.
At www.relx.com/go/TaxPrinciples we provide details about codification pilots
our tax principles and global tax contribution – broken down
by regions and categories – along with our tax risk control Taxes provide governments with the essential revenue
framework. There are also case studies showing how RELX has necessary for public services that benefit their citizens.
made a positive contribution in tax-related areas to benefit society Governments need codified tax laws to know when, how much
as a whole. RELX is a signatory to the B Team’s Responsible and from whom they should be collecting. Citizens need
Tax Principles. codified and transparent tax laws to understand their liabilities
Market segments
and to advocate for fair collection and use of their remittances.
Globally, in 2022, RELX paid £495m in corporate taxes, but also Unfortunately, in many countries around the world, it is difficult
paid and collected much more in payroll taxes and indirect taxes. for tax authorities and taxpayers alike to access tax law in a
complete, up-to-date and consolidated form.
Working with LexisNexis Legal & Professional South Africa
and the LexisNexis Rule of Law Foundation, in 2022, we
progressed a project to produce and maintain a set of freely
available consolidated tax laws in Ethiopia, our first pilot
country, with a view to making tax laws more transparent and
accessible to the government and its citizens. We aim to have
substantially completed the project and expand to a second
Corporate Responsibility
country in 2023.
Financial review
Governance
Security – SDG 16 (Peace, Justice and Strong Institutions): Continued progressive actions that advance excellence in
Successful completion and testing of technical resilience corporate governance within our business and the marketplace
enhancement initiatives across business units
Privacy – SDG 16 (Peace, Justice and Strong Institutions):
Increase efficiency in fulfilling privacy requests at scale.
Responsible tax – SDG 16 (Peace, Justice and Strong
Institutions): Continue to advance African tax law
codification projects
44 RELX Annual Report 2022 | Corporate responsibility
Relevant
SDGs
People
We owe our success to RELX’s talented employees, including researchers,
technologists, event managers, product engineers, data scientists and many
others. We depend on our employees and they count on us to create a fair,
challenging, rewarding and supportive work environment where they can
achieve their potential.
98%
Employee engagement
500+
Number of mentoring
score in 2022 RELX relationships through
Employee Pulse Survey NetWorx
RELX Annual Report 2022 | People 45
Training and development We have robust and well-established reward mechanisms across
Overview
RELX, with a strong emphasis on performance, fairness and
We are proactive in helping our people to develop. Each year
equity. In 2022, we introduced a programme of reward education
we undertake an organisational talent review that involves the
for people managers to explain how our reward mechanisms
CEO and other senior leaders identifying employee advancement
operate and help build trust in reward.
opportunities. Employees have access to our global job board
and can view and apply for available openings across the world. In 2022, 45% of employees were eligible for variable pay through
an annual incentive or commission plan.
Enabling Performance is our approach to personal development
which reviews skills and achievements and identifies We operate a number of different employee share plans including
opportunities for recognition and advancement. Enabling all-employee share purchase programmes in the UK and the
Performance encourages regular and impactful performance, Netherlands, which together represent approximately 20% of our
development and career conversations for all employees. employees. We will be rolling out a similar plan in the US in 2023,
Market segments
subject to shareholder approval at the 2023 AGM.
In 2022, we invested approximately $15m in training (including
courses, seminars, one-to-one instruction and tuition Performance targets associated with CR are embedded within our
reimbursement) to develop the capabilities and future potential annual incentive framework to progress our annual and
of our people. RELX employees engaged in approximately 400,000 multi-year CR objectives.
training hours in the year, including time spent on our online
learning platforms. We invest in leading digital learning for all Well-being and support
employees to support their personal and professional The global pandemic has had a long-lasting effect on how people
development via mobile and other devices. work and we have many employees who are working from home
Career development is further supported by a global mentorship most of the time. With this in mind, we have prioritised the physical
programme, NetWorx, that involves participants from across our and mental health of our people. We highlighted dedicated health
and well-being resources available to all employees across RELX,
Corporate Responsibility
business areas. The digital mentoring platform recommends
matches based on individual profiles and specific goals, creating maintained a network of more than 130 Well-being Champions,
six month long mentoring relationships. In 2022, the platform and marked World Wellbeing Week 2022 with events which
supported more than 500 active mentoring pairs. highlighted health and well-being programmes and resources
available to all RELX colleagues, including the Headspace app with
By the close of 2022, approximately 100 of RELX’s top executives mindfulness resources, and virtual fitness classes.
had either completed a Management Development Process or had
their existing development plan revisited. This leads to precise We offer employee assistance programmes to all our employees,
actions for attaining present and future career objectives; providing professional counselling to help them and their family
provides an insightful view of the individual; and encourages members with personal or work-related issues that may impact
openness, as sensitive issues are addressed in a spirit of their health or well-being. This service is available 24 hours a day,
confidentiality and respect. The Management Development 365 days a year.
Financial review
Process involves in-depth interviews to assess strengths and
development areas; agreeing an action plan with the individual Leave benefits
and their manager on present role, skills and knowledge; and Our global HR information system covers approximately 99%
future career aspirations. Plans may include gaining international of our workforce, allowing us to track absence. In the UK and the
experience, focused coaching and engagement outside RELX Netherlands, there was an absence rate of 1.14% (number of
where appropriate. Progress against development plans is unscheduled absent days out of total days worked in 2022) for
regularly updated and checked by the CEO. reasons such as sick, compassionate and unpaid leave.
In the US, there were 1,381 cases under the US Family Medical
Reward Leave Act, which provides up to 12 weeks of unpaid job protected
leave in a 12-month period, including for the birth or adoption of a
2022 PERFORMANCE child, or to care for a family member or an employee’s own serious
Governance
health condition. RELX also offers a Modern Family Leave benefit
Advance reward education for people to eligible US employees which provides up to 14 weeks of paid
managers encompassing pay equity leave following the birth of a child or the placement of a child with
the employee for adoption and up to 8 weeks of paid leave to care
Cascade newly developed, on-demand, reward eLearning for an eligible family member with a serious health condition.
modules to managers for real time access. In the US, maternity leave is 14 weeks at full pay. In the UK it is
Reward education for people managers encompassing pay 26 weeks’ ordinary maternity leave.
equity took place across our four business areas in the year.
In addition, we launched on-demand reward eLearning
modules for all people managers, with content added to
onboarding materials for new managers.
other information
Financial statements and
Gender
Overview
Ethnicity of US/UK employees
In 2022, the gender diversity of our senior leader population
increased from 30% women at the end of 2021 to 31%, while our 13% 7% <1%
women people managers remained at 44%. With respect to our 2%
Board of Directors, at year end 2022, women comprised 40% of 4% Unknown
8%
the Board, and Non-Executive Director Marike van Lier Lels Other
Multi-Racial
serves as our Workforce Engagement Director. or Indigenous
Hispanic
We have implemented a range of initiatives to enhance the White
career development opportunities for women. In Risk, a Black
Asian
bespoke Leadership Development Programme, Ignite &
Accelerate, provided mentoring, coaching and sponsorship for 66%
Market segments
16 high-potential women in the year to move cross functionally
and vertically, as well as into commercial roles. Since the
programme started in 2019, 60% of the 45 women involved have
Ethnicity of US/UK managers
been promoted, with a 90% retention rate. Risk also continued
their women’s mentorship programme which connected 400 10% 9% <1%
people in the year. Elsevier kicked off the fourth cohort of the 2%
4%
Developing Talent for Gender Equity programme and won the 3% Unknown
Women of the Future Corporate Award, with specific recognition Other
Multi-Racial
for prioritising and aligning internal and external-facing initiatives or Indigenous
encompassing advancing inclusion, diversity and equity in Hispanic
White
research and healthcare.
Black
Corporate Responsibility
With some 10,000 technologists in our business, we need to Asian
attract the best talent for our current and future work. Of the 72%
approximately 8,000 technologists we employ, 25% are women.
In 2022, we continued our Women in Technology internal
mentoring programme. Senior women and men in technology
Ethnicity of US/UK senior leaders
serve as mentors to help high-potential women technologists
advance. In 2022, there were 248 participants, a 143% increase 7% 7% <1%
2%
from 2021. RELX is a signatory of the Tech Talent Charter, a 1%
2%
non-profit organisation working to address inequality in the UK Unknown
Other
tech sector and in the year we contributed data in support of their
Multi-Racial
Diversity in Tech report. or Indigenous
Financial review
Hispanic
RELX is a signatory to the Women’s Empowerment Principles, White
a United Nations Global Compact and UN initiative to help Black
Asian
companies empower women and promote gender equality.
We comply with employee-related reporting requirements, and 81%
our business areas publish UK gender pay gap reports as required
by UK legislation. They can be found at www.relx.com/
corporate-responsibility/engaging-others/policies-and-
downloads/local-reporting-requirements. Elsevier implemented a Developing Talent for Minority Equity
programme for 36 colleagues from nine countries designed
We marked International Women’s Day 2022 with a panel
to expand opportunities in senior leadership for
discussion featuring Feraye Ozfescioglu, CEO of the World
underrepresented talent.
Humanitarian Forum, Philippa Scarlett, Head of Global
Governance
Government Affairs at RELX, and Gemma Hersh, SVP, Global In 2022, Legal expanded its fellowship programme in partnership
Academic and Government Sales at Elsevier who discussed with its African Ancestry Network ERGs and the LexisNexis Rule
their career paths, future ambitions, and practical advice to of Law Foundation, with a 50% increase to 18 fellowship
help women achieve their ambitions. candidates and funding of $180,000 to Historically Black College
or University Law School Consortium students. The Fellows spent
Race and ethnicity nine months developing their leadership skills and working with
Ethnic minority representation in the US and UK was 27%, LexisNexis colleagues on projects focused on eliminating systemic
two key jurisdictions which account for approximately 57% of racism in our legal system and advancing the Rule of Law.
our employee base. Ethnic minority senior leaders increased Exhibitions partnered with two organisations to increase the
to 12% while ethnic minority managers stayed consistent at diversity of its talent searches: OneTen in the US sources Black
19% in 2022. With respect to our Board of Directors, at least one
other information
Financial statements and
Health and safety In our Exhibitions business we have specific safety risks, including
Overview
working at height, heavy lifting and using forklifts. At UK-based
exhibitions we run accredited health and safety management
2022 PERFORMANCE training for operational staff to ensure they can appropriately
respond to any incident.
Review safety risk assessment and
training modules to cover three working Working across many different countries where health and safety
standards vary is a challenge in the events industry. Together with
models – office, home and hybrid peers, Exhibitions endorses the g-Guide which sets out standards
to safeguard the health and safety of people working at or visiting
In the year, we reviewed various modes of working an event or exhibition, and uses illustrations to reinforce key
post-pandemic. We moved to a new training provider to allow points and overcome language barriers.
each user to complete just one risk assessment based on a
Market segments
personalised profile of their working arrangements, whether
that is working from home, the office or hybrid. The new 2022 H&S performance (frequency rate)
system is also linked to our global HR information system,
Workday, to improve efficiencies. We will expand a 2022 trial 0.1
across the UK and Netherlands and other geographies.
a healthy and safe workplace for all employees, as well as safe 0.02
Corporate Responsibility
0.01 0.01
products and services for clients. The CEO is responsible for
health and safety on behalf of the Board. 0
Good health and safety practice is reinforced through a network 2018 2019 2020 2021 2022
Financial review
repetitive strain
needed) to review safety concerns and any incidents. 40% Slip trip fall
We provide tailored health and safety training to employees Use of tools
at higher risk of injury in the workplace, including warehouse, or equipment
Governance
in the US, we work with a third-party resource to assign a nurse
case manager to each complex or severe claim, who works with
the employer, employee and treating physician to get an employee
back to health in the shortest possible time.
With many employees continuing to work from home, we ensured
regular communication to help employees understand the
importance of good posture, correct home set-up and positive
working routines. Increased home working and reduced travel
due to the pandemic resulted in significantly lower accidents in
the year. There were no work-related deaths reported in 2022.
other information
Financial statements and
Inclusion – SDG 10 (Reduced Inequalities): Expand Women in Continued high-performing and satisfied workforce
Tech Mentoring programme with more pairings through talent development, D&I and well-being
Well-being – SDG 3 (Good Health and Well-Being): Relaunch
Fit2Win global employee fitness competition
50 RELX Annual Report 2022 | Corporate responsibility
Relevant
SDGs
Customers
We recognise that the growth and future of our company is dependent on
our ability to deliver information-based analytics and decision tools in a
sustainable way to customers.
Overview
2022 PERFORMANCE
Market segments
responsibility/engaging-others/policies-and-downloads.
We also published a RELX position paper on AI to set out our
position on a number of public policy challenges related to AI,
and launched an address alongside the AI Principles which
anyone can use to provide feedback or raise queries:
ResponsibleAI@relx.com.
Publication of the AI Principles is an important aspect of being
responsible stewards of data, while supporting our customers
in making responsible decisions. They are being implemented
The RELX Responsible AI Principles
across our business areas. For example, the Responsible AI & enable teams throughout the solution
Corporate Responsibility
Data Science (RAIDS) team at Elsevier have trained over
50 RAIDS Champions in 2022, developed an algorithmic impact
lifecycle to create better customer
assessment and produced a self-service resource hub to assist outcomes and build trust.
team leaders in deploying the principles.
Emili Budell-Rhodes
Because AI is evolving at unprecedented speed and scale, the Lead Evangelist, Engineering Culture
AI Principles will be updated over time, based on colleague and LexisNexis Legal & Professional
customer feedback and experience, as well as industry and
legislative trends.
Financial review
Digital knowledge and innovation: Legal
In 2022, Legal enhanced Lexis+ with Fact & Issue Finder, a
advancing customer goals practice-specific feature that enables legal professionals to build
Across RELX, we work to address customer challenges through legal strategies centred around the facts, issues and topics of their
digital innovation. case, allowing litigators to generate precise, actionable search
results and reducing time spent researching and compiling data
Risk
from multiple sources.
ICIS, part of Risk, is a global provider of chemical and energy
market intelligence. In 2022 ICIS launched Supplier Carbon Developed using feedback from customer interactions, Fact
Footprints to help companies measure, manage and identify & Issue Finder mimics the processes that legal professionals
opportunities to reduce global supply chain emissions for perform when researching cases, enhancing the research
Governance
chemicals and plastics with ground-breaking emission data by experience with the use of search and machine-learning
supplier, plant, and product. Developed in partnership with technologies, streamlined workflows and data visualisations.
Carbon Minds, Supplier Carbon Footprints provides emissions A single search can gather case law, practical guidance,
insights for 71 chemicals and plastics. Because emissions vary verdicts and settlements, expert witness analytics, and unique
widely between supplier, region and plant, the tool provides more practice-specific content, with the aggregated information
accurate findings than emissions calculated solely on a regional displayed via an interactive dashboard.
or country basis. With Supplier Carbon Footprints, organisations
Exhibitions
can clearly measure and compare the climate impact of their
RX enhanced the power of its face-to-face events by launching
supply chains.
Emperia in 2022, its smart, contactless mobile app for fast
Scientific, Technical & Medical lead capture. Exhibitors can record visitors’ contact details
Elsevier continued to improve its flagship clinical reference and interests by scanning their badge. They can also rate leads
other information
Financial statements and
solution, ClinicalKey, to further streamline access to evidence- according to priority and download them in real time for faster
based information clinicians need to make informed decisions. follow-up. At the 2022 PGA Show in Orlando, the industry’s biggest
In addition to single sign-on access added in the year, its annual golf business event, over three-quarters of exhibitors used
auto-suggest capability was improved to include direct links Emperia, generating over 40,000 connections. The average
to books and journals to enrich the user’s search experience. number of leads was 97, and the highest over 600.
126 new topics were added to the clinical overviews feature,
medical topic synopses to assist in decision-making at the
point of care, bringing the total to over 1,500.
52 RELX Annual Report 2022 | Corporate responsibility
Responding to customer needs through walk-in access at public and academic libraries around the
world. Our ScienceDirect platform is available to the public through
Listening to our customers allows us to deepen our understanding
onsite user access from any participating university library or UK
of their needs and drive improvements. We do this through regular
public library via the Access to Research programme.
surveys, customer dashboards and feedback mechanisms. With
input from customer insight teams across our Company, we Providing access in countries with low resources is a priority for
calculated a RELX-wide customer satisfaction metric showing us. Through Research4Life, more than 10,500 institutions in over
that in 2022, 87.5% of customers would recommend working 125 low-and middle-income countries receive affordable access
with RELX. to up to 194,000 peer-reviewed resources. Elsevier is a founding
partner, providing around 15% of the content in Research4Life,
Access to information as well as access to our abstract and citation database Scopus.
In Primary Research we offer two separate payment models for Since the programme began, our trainers have run over 90
our science and medical journals to suit author preferences: workshops for Research4Life librarians to ensure that they
pay-to-read articles funded by payments for reading made by are equipped to make effective use of the resources provided
individuals or institutions; and pay-to-publish (commonly known through the programme. The Head of the Elsevier Foundation
as open access) funded by payments for publishing made by and VP Corporate Responsibility, served as Vice Chair of the
authors, their institutions or funding bodies, with the research Research4Life partnership from June 2020 to June 2022.
freely available to read by all upon publication. We offer a range
of pay to read and pay to publish options, both subscription-based Bringing science into society
and transactional. Nearly all of our over 2,800 STM journals We work closely with journalists to ensure that research findings
enable open access publishing. We welcome debate in are accurately and effectively communicated to the public, and
government, academic and library communities regarding the that authors receive credit for their work. A number of journalists
mechanisms by which scientific outputs should be openly receive free access to all Elsevier publications via Elsevier’s Media
available and continue to create new access options together Access programme.
with industry partners.
Researchers who published an outstanding peer-reviewed article
Our authors also have the option to make their accepted that has significantly impacted people’s lives around the world, or
manuscript available. In addition, we are a founding partner of has the potential to do so, are recognised with the Elsevier Atlas
Clearinghouse for Open Research (CHOR) which enables public Award. The articles are made freely available and translated into
access to funded research. CHOR utilises publishers’ existing everyday language, while author interviews are made public to
infrastructure for discoverability, search, archiving and encourage the dissemination or implementation of their findings.
preservation of scientific and medical research articles, and it is Content is linked to the SDGs and is featured on the RELX SDG
now integrated into the ScienceDirect platform. Furthermore, Resource Centre.
members of the public can read Elsevier’s peer-reviewed content
2022 PERFORMANCE
See www.sdgresources.relx.com/sdg-goal-16-peace-
justice-and-strong-institutions.
RELX Annual Report 2022 | Customers 53
We partner with the US National Library of Medicine on the Elsevier’s Health Education Systems Incorporated (HESI) Delivery
Overview
Emergency Access Initiative to provide temporary free access Operations team continued to work with HESI testing candidates
to full text articles to healthcare professionals, librarians and that register to take a HESI exam remotely via our remote
members of the public affected by disasters, providing essential proctoring vendors. Since 2019, the team has processed more
resources in times of emergency. The Elsevier information than 600 candidate accommodation requests, ensuring that
centre on the novel coronavirus (SARS-CoV-2) and Covid-19 allows these candidates have an accessible and inclusive experience.
researchers, clinicians and patients free access to early-stage
In 2022, members of the Accessibility Working Group logged over
and peer-reviewed research on Covid-19. The Monkeypox
240 accessibility projects and Elsevier’s Global Books Digital
Information Centre is helping healthcare professionals navigate
Archive fulfilled more than 3,300 disability requests, 87% of them
outbreaks and includes evidence-based clinical resources,
through AccessText.org, a service we helped establish. Elsevier
including clinical overviews, patient education and drug
continued to enhance the accessibility of EPUB books by
monographs; all content is freely available and regularly updated.
partnering with Benetech to move toward Global Certified
Market segments
In the year, to aid Ukrainian researchers, Elsevier sponsored Accessible status. Additionally, we continued work towards
personal research support via a grant administrated by the providing fully inclusive journal articles and book chapters in
Polish National Academy of Sciences. We offer free resources PDF format.
to Ukrainian researchers via our Ukrainian Academic Support
We worked with disability services offices, procurement officials,
resource page where researchers can access waived and reduced
and instructors across the world to provide Voluntary Product
author publishing charges for open access journals and get
Accessibility Template (VPAT) and Accessibility Conformance
access to publishing resources on Researcher Academy. They can
Reports. Customers can also utilise the accessibility@relx.com
also register for free access to ScienceDirect, Scopus, and SciVal
inbox to connect with an accessibility expert and make VPAT and
as well as clinical resources such as ClinicalKey, Complete
report requests. In the year, LNL&P’s Accessibility UX team
Anatomy and Osmosis. To support Ukrainian journal editors, we
generated VPATs for 36 products (21 of them new). We also
worked with the Polish Academy and the Ukrainian Council of
Corporate Responsibility
offered a VPAT service package to help internal teams understand
Young Scientists to deliver a workshop, covering editorial skills,
where they rank against accessibility standards compared with
ethics, peer review and journal promotion.
other products.
Elsevier’s Library Connect programme, including a website,
In 2022, ScienceDirect marked the 21st anniversary of including
newsletter, events and online social media channels, as well as
people with disabilities in design and usability testing with a new
a new Library Connect Academy, provides library and information
study to improve the user experience for people with visual
science (LIS) professionals worldwide with opportunities for
impairments and launched new accessible features such as the
knowledge sharing. As of 2022, we have 60,000 LIS professionals
first open access video journal, ScienceTalks, with closed captions
globally subscribed to our Library Connect Newsletter,
and a fully accessible media player, the AblePlayer. Colleagues
a complimentary publication covering LIS best practices,
also released the first batch of accessibly tagged PDFs for 400
trends and technology. More than 28,000 people subscribed to
journal titles.
the Library Connect webinar channel and approximately 1,800
Financial review
people attended live or recorded Library Connect webinars. We promoted accessibility to outside companies and vendors
throughout the year. RELX accessibility teams partnered with
During 2022, the Library Connect website, containing articles,
external content providers, including Highcharts, OAK, and
infographics, videos and other resources, received over 30,000
Pendo, to advance accessible solutions for public benefit. Elsevier
visitors. The Library Connect website is currently ranked sixth in
has collaborated with Highcharts for over seven years to
the top 90 librarian blogs and websites for librarians by Feedspot,
continually improve the accessibility of its widely used chart
a content aggregator for blogs and websites. Librarians and
library. In the year, we conducted research into scatter plots and
researchers continued to enrol in Library Connect Academy
large data sets and experimented with sonification, tactile
receiving training in a range of LIS fields.
displays and AI descriptions.
Accessibility In 2022 we also celebrated the fourth RELX Accessibility
Leadership Awards to showcase employees who demonstrate
Governance
We strive to empower all people, including persons with
disabilities, by ensuring our products and services are accessible exceptional leadership in advancing accessibility, with winners
and easy to use by everyone. Our commitment to accessibility is announced on the International Day of Persons with Disabilities.
embedded across RELX and advances our Inclusion Policy.
240+
We follow the Web Content Accessibility Guidelines (WCAG
2.1 level AA).
We maintain an Accessibility Policy that highlights industry
standards and tools to embed accessibility into our products Accessibility projects logged by the Accessibility Working
and our business operations. We apply best practice from the Group
RELX Accessibility Policy across hundreds of digital products
and websites.
3,300+
other information
Financial statements and
2022 PERFORMANCE
Customer engagement – SDG 17 (Partnership for the Goals): Continue to expand customer base across our four business
Strengthen Corporate Responsibility and sales team areas through excellence in products and services, active
engagement listening and engagement, editorial and quality standards,
and accessibility; a recognised advocate for ethical
Quality – SDG 8 (Decent Work and Economic Growth): Roll out
marketplace practices
AI Principles across the business
Accessibility – SDG 10 (Reduced Inequalities): Expand
Accessibility Champions model across RELX
RELX Annual Report 2022 | Community 55
Relevant
SDGs
Overview
Community
Contributing to our local and global communities is a responsibility and
an opportunity.
Market segments
employee volunteering and giving that makes a positive Ganesh Venkatesan
impact on society. In 2022, we made a gradual return to VP, Orders Renewals and
face-to-face volunteering and fundraising, while also Fulfilment and RELX Cares
continuing remote activities. Champion, Elsevier
Corporate Responsibility
highlight colleagues who made outstanding contributions to their
community during the pandemic. The winners – eight individuals disadvantaged helps improve their
and two teams – each received a cash sum to donate to the charity
of their choice and were awarded additional volunteering days.
lives, society and the environment
Each September, we hold RELX Cares Month to celebrate our
in general.
commitment to our communities around the world. During the
Month, over 3,000 colleagues across the Company took part in
hundreds of volunteering and fundraising events.
During RELX Cares Month, colleagues engaged in activities
ranging from fitness challenges including Risk’s You Move,
240+
A network of over 240 RELX Cares Champions ensures the
Financial review
We Donate; Elsevier India’s visit to a primary school to distribute vibrancy of our community engagement
stationery items for low-income children; US legal colleagues
used Cares hours for beach clean-ups; and RX China colleagues
held a walkathon to support educational services for children The mission of RELX Cares is education for
with autism. disadvantaged young people that furthers
In the wake of the Russian war in Ukraine, we gave approximately one or more of our unique contributions
$1m, including to UNICEF, Red Cross, World Central Kitchen, as a business, including universal,
the LexisNexis Rule of Law Foundation, and Hope and Homes
for Children, to provide vital humanitarian assistance. We also
sustainable access to information.
provided refugee assistance and in-kind product access to people
affected by the conflict. Elsevier colleagues received three extra
Governance
RELX Cares day in order to volunteer for charities aiding Ukraine.
other information
Financial statements and
56 RELX Annual Report 2022 | Corporate responsibility
2022 PERFORMANCE
Overview
product and equipment donations, aligned with our Product Jeffrey P Mladenik and Andrew Curry-Green
Donation Policy (available at www.relx.com/cr-downloads).
We also contributed over 146,000 books to Book Aid International
Memorial Scholarship
(BAI) and Books for Africa worth over $10m. In addition, 25 Risk
colleagues helped with preparing content for publication and
testing their new website.
Community involvement
2.5%
Market segments
14.7%
8.7%
32.5% Community investment
Charitable gifts
88.9%
Commercial initiatives
52.8%
Corporate Responsibility
and Habitat for Humanity. She was an active member of a range
of societies and clubs including the Georgia School Boards
14.7% Association’s Youth Advisory Council, and she received a Human
Cash Services/Education School Student of the Year Award. Kira has
Time
In-kind created her own website focusing on Mental Health Awareness
called The Power of Okay. Kira is attending Emory University
52.8% in 2022.
32.5% Brennan Patterson (right) is the daughter of Brent Patterson,
a Technical Consultant for Risk in Springfield, Ohio. Brennan
graduated as valedictorian from her high school where she was
the president of the Leo Club, The National Honour Society and
Financial review
The Student Government. Brennan is an active fundraiser and
advocate for congenital heart disease (CHD), hosting charity
5k runs, and staff vs student volleyball games to raise funds for
Engagement Conquering CHD Ohio, she also succeeded in getting a CHD
awareness week recognised by the Mayor of Springfield. Brennan
Given the ongoing need to work remotely in many parts of the world
is attending Purdue University in Indiana where she is studying
in 2022, we continued to allow employees to use RELX Cares hours
psychology and forensics in the hopes of becoming a prosecutor.
to volunteer in creative ways, relaxing the requirement that they
only be used in connection with registered charities, and looked at
ways to encourage people to continue to volunteer.
In the year, we held our 17th RELX Cares Challenge to encourage
Governance
employees to use their two volunteer days to make a difference
and foster broader participation in the local community.
Colleagues from across the Company submitted ideas for new or
extended business-sponsored volunteer activities that fit the
RELX Cares mission and five were chosen by RELX Cares
Champions. Two winners were Elsevier Chennai, which won
$4,000 for the Hope Foundation to provide free English lessons
to primary school pupils and RX Ho Chi Minh which won $4,000 for
Go Vap District Association of the Blind which supports the visually
impaired to access education and employment.
We asked colleagues who used their RELX Cares hours to
other information
Financial statements and
Impact In 2022, for the third year, we helped the Ban Ki-moon Centre
for Global Citizens empower 17 young African leaders through
In accordance with the B4SI model, we monitor the short and
their Global Citizen Scholarship Programme in association with
long-term benefits of the projects with which we are involved.
the University of Bordeaux and MCI Innsbruck. The scholars,
We ask beneficiaries to report on their progress to increase
change-makers in their communities and beyond, developed SDG
transparency and engagement.
micro-projects, using the RELX SDG Resource Centre as a source.
In addition, we survey RELX Cares volunteers on the impact Projects undertaken by this year’s scholars addressed 11 different
the programme has on their work via an automated survey SDGs and ranged from portable filtration systems in Ethiopia, a
link following each volunteer activity. In 2022, we received over climate-smart agricultural waste management system in Ghana,
15,000 responses; 90% of respondents said their motivation and to eco-friendly permeable pavers to mitigate urban heat islands
pride in the Company had increased as a result of volunteering. in Kenya.
88% said they had experienced a positive change in behaviour
or attitude as a result of volunteering.
2022 PERFORMANCE
Employee community engagement – SDG 17 (Partnership for Through our unique contributions, significant, measurable
the Goals): Create new opportunities to engage remote advancement of education for disadvantaged young people;
workers in RELX Cares investments with partners for maximum impact
Philanthropic giving – SDG 17 (Partnership for the Goals):
Undertake fundraising for Save the Children to help achieve
the three-year target of $150,000
RELX Annual Report 2022 | Supply chain 59
Relevant
SDGs
Overview
Supply chain
Our customers depend on us to provide them with ethically sourced and
produced products and services. Therefore, our suppliers need to meet
the same high standard we set for our own behaviour.
Market segments
Managing an ethical Kerri Dwars
VP Direct Procurement
supply chain RELX
RELX has a diverse supply chain with suppliers located in over
150 countries across multiple categories, including technology
(e.g. software, cloud, hardware and telecom), indirect (e.g.
consulting, marketing, contingent labour and travel), and direct
(e.g. data/content and production services, print/paper/bind
and distribution). An ethical supply chain provides
products and services utilising
Corporate Responsibility
Given the importance of an ethical supply chain, we maintain a
Socially Responsible Supplier (SRS) programme encompassing socially responsible and sustainable
all our business areas, supported by colleagues with expertise in
operations and procurement and a dedicated SRS Director from
sourcing and operations. Working
our global procurement function. with suppliers that align with our
Monitoring suppliers
ethical and environmental standards
We have a comprehensive Supplier Code of Conduct (Supplier
is critical to RELX and our customers.
Code), available on www.relx.com in 16 languages, which
16
we ask suppliers to adhere to and display prominently in the
workplace. It commits them to following applicable laws and
Financial review
best practice in areas such as human rights, labour and the
environment. It also asks our suppliers to require the same Our Supplier Code of Conduct is available in 16 languages
standards in their supply chains, including requesting
subcontractors to enter into a commitment to uphold the
Supplier Code. The Supplier Code states that, where local
industry standards are higher than applicable legal requirements, RELX supplier locations (% of supplier spend)
we expect suppliers to meet the higher standards. Our SRS
programme is a key aspect of our work to prevent modern slavery
and human trafficking in our supply chain as described below.
Through our SRS database, we track suppliers with whom
we spend more than $1m annually, suppliers identified as critical
Governance
Europe
by the business, and those located in medium and high-risk North America 29.3%
countries (as designated by our third-party developed supplier 59.9% Middle
East Asia &
risk tool) with a spend of more than $200,000 for the most recent 0.6% Pacific
8.6%
consecutive two-year period. The tool incorporates 11 indicators, Africa
0.7%
The tracking list changes year-on-year based on the suppliers In the year we held a RELX Supplier Session, inviting suppliers
we engage to meet the needs of our business and/or changes in from across the world to join us in a conversation exploring
country risk designations within our third-party risk tool. In 2022, supplier diversity and business and human rights. The session
there were 724 suppliers on the SRS tracking list, 54 of which featured speakers from the UN Global Compact on their Business
were in high-risk countries and 557 in medium-risk countries. and Human Rights Accelerator and MSDUK, the UK’s leading
This increase in suppliers on our tracking list compared to 2021 supplier diversity advocacy network.
(359 suppliers) was due to changes in risk country classifications,
which reduced the proportion of suppliers that are signatories Promoting human rights through the
to our Supplier Code or have an equivalent code (87% in 2022
compared to 96% in 2021) although the number of tracking list
Supplier Code
signatories increased significantly. We work with non-signatories As stated above, the Supplier Code sets out expectations for
to gain agreement to our Code, and/or assess whether they have our suppliers’ ethical conduct.
equivalent standards in place. In 2022, there were 4,467 In accordance with the UK’s Modern Slavery Act 2015, our Supplier
signatories to our Supplier Code, or have an equivalent code, Code specifically prohibits participation in any activity related to
representing an increase of 22% from the 3,670 signatories human trafficking, based on the American Bar Association’s
in 2021. Model Business Conduct Standards to Eradicate Labor Human
We engage a specialist supply chain auditor who undertook Rights Impacts in Hiring and Supply Chain Practices.
119 external audits on our behalf in 2022: 28 onsite and virtual In 2022, we updated our RELX Modern Slavery Act Statement
onsite audits and 91 desktop audits. During a desktop audit, the (MSA), available from www.relx.com, which states how we are
supplier responds to an online questionnaire and uploads relevant working to avoid human trafficking and modern slavery in our
supporting documents followed by a third-party auditor review. direct operations and in our supply chain.
For virtual onsite audits, facility representatives wear a video
and audio source located in a lightweight harness to allow The Supplier Code stipulates that, where required by law,
remote interaction with a qualified auditor. The auditor can then suppliers will have employment contracts signed with all
evaluate the facility, conduct interviews, and review the necessary employees and it requires mechanisms for reporting grievances.
documentation in real time, just as if conducting an in-person It additionally contains a provision on involuntary labour that
audit. During an onsite audit, the auditor will select employees states unequivocally that suppliers cannot directly or indirectly
from a full roster to interview (and may select employees on the use, participate in, or benefit from, involuntary workers, including
work floor during the facility walkthrough). Employee interviews human trafficking-related activities. Suppliers have access to our
are private and confidential and facility management is not new Modern Slavery Awareness training, which we make
allowed to be present. All information gathered from employee available to suppliers in 16 languages. In addition, we held training
interviews is anonymised. When the auditor communicates for RELX employees with the Slave-Free Alliance on the nature
non-compliance to facility management, they are not allowed and forms of modern slavery, how to recognise signs and
to disclose information which could identify the employee or indicators, and steps to take if a victim or incident is identified. We
employees to avoid retaliation against them, which is forbidden did not receive any reports or audit findings which violated human
in the Supplier Code. rights or the Modern Slavery Act in 2022.
Incidents of non-compliance trigger continuous improvement The Supplier Code states, “Failure to comply with any RELX
reports summarising audit results and remediation plans. term, condition, requirement, policy or procedure…may result
The audit covers critical dimensions of the Supplier Code such in the cancellation of all existing orders and termination of the
as: labour (including child/forced labour, discrimination, business relationship between RELX and supplier.” It further
discipline, harassment/abuse, freedom of association, labour states that suppliers must not tolerate any retaliation against any
contracts); wages and hours (including wages and benefits and employee who makes a good faith report of abuse, intimidation,
working hours); health and safety (including general work facility, discrimination, harassment or any violation of law or of the
emergency preparedness, occupational injury, machine safety, Supplier Code or who assists in the investigation of any such report.
safety hazards, chemical and hazardous material, dormitory and
canteen); management systems (including documentation and
records, worker feedback and participation, audits and corrective
action process); environment (including legal compliance,
environmental management systems, waste and air emissions);
119
Independent audits completed, including onsite,
anti-corruption and data security. During 2022 audit locations virtual onsite and desktop
included Australia, Brazil, Bulgaria, Canada, China, Croatia,
Cyprus, France, Hong Kong, India, Ireland, Malaysia, Netherlands,
Nicaragua, Pakistan, Philippines, Poland, Romania, Singapore,
United Kingdom, United States and Vietnam.
To minimise the risks of deforestation in our production paper
3.8%
US spend with Veteran, Minority or Woman-owned
supply chain, we utilise the Forest Sourcing module of The Book businesses. In total, including spend with small businesses,
Chain Project, a shared industry resource for sustainable paper 15.4% of US spend was with diverse suppliers
we helped establish, to assess the forest sources of our papers.
By year end 2022, 99% of RELX’s production paper was graded by
The Book Chain Project as known and responsible (sustainable)
sources or certified to FSC or PEFC.
RELX Annual Report 2022 | Supply chain 61
Overview
2022 PERFORMANCE Supplier Code of Conduct signatories
3,670
3,457
We are committed to proactive engagement with suppliers 3,082 3,202
to ensure that our supply chain reflects the diversity of our
communities. In the year, we continued to focus on our US
supplier diversity programme while expanding outside of the
US. In 2022, 3.8% of our US spend was with Veteran, Minority
or Woman-owned businesses. In total, including spend with
Market segments
small businesses, 15.4% of US spend was with diverse
0
suppliers. We use an independent supplier diversity database 2018 2019 2020 2021 2022
to classify diverse suppliers.
Diverse-owned businesses interested in working with RELX
can register on the RELX Supplier Diversity Registration
Portal. While registration does not provide preferred Results
supplier status or guarantee of business, it provides visibility
2020 2021 2022
within RELX to potential opportunities. Find out more at Target Measure Actual Actual Actual
www.relx.com/corporate-responsibility/being-a-
Increase # of Total # of Code 3,457 3,670 4,467
responsible-business/supply-chain. suppliers as signatories
Code
Corporate Responsibility
Our supplier diversity and inclusion mission is to establish Total # suppliers on 412 359 724
and implement a sustainable Supplier Diversity and Inclusion signatories tracking list
programme that creates value by: % of suppliers on 91% 96% 87%
tracking list as Code
promoting the sourcing of goods and services from
signatories
high-performing, competitive diverse suppliers
Continue using # of independent 99 111 119
monitoring and measuring the Supplier Diversity and audits to ensure audits completed
Inclusion Programme effectiveness continuous Onsite/virtual 25 28 28
participating in outreach programmes/activities to improvement onsite
support diverse suppliers in supplier
Desktop 74 83 91
performance
We received recognition as a WEConnect 2022 Bronze Top and compliance Average overall
Financial review
Global Supplier Diversity & Inclusion Champion. Bronze level audit score (0-100)*
represents a commitment to global supplier diversity and Onsite/virtual 85 92 94
inclusion through inclusive spend, policies and procedures. onsite
Supplier diversity and inclusion was also featured during Desktop 33 60 56
RISE, our 2022 Employee Resource Group conference, to
Continue to % of total US spend 12.9% 12.9% 15.4%
highlight ways to engage diverse suppliers across RELX. advance the US with diverse
Supplier suppliers (Veteran,
Diversity and Minority,
Inclusion Woman-owned, and
Governance
with diverse
Suppliers who have signed Suppliers tracked suppliers excluding
the Supplier Code or have an small businesses
equivalent code
* Average score for all audits scored within the year
94%
Average score for all onsite/
87%
Suppliers on the tracking list
virtual onsite audits scored who were either signatories to
in 2022; higher than our our Supplier Code or have an
external auditor’s global equivalent code, covering 97%
other information
Financial statements and
KMS Technology
Consistently named in Best Places to Work, KMS Technology
and KMS Healthcare, global companies with deep roots in
Vietnam, have built a culture of nurturing client success
while upholding social responsibility through established
standards. As software development and consulting firms,
the KMS entities are dedicated to people-centric values in
their operations and communities.
KMS Technology has attained ISO 27001, an international
standard to manage information security. It also holds a good
manufacturing practice certification, which designates that
company products are produced in alignment with
quality standards.
With its focus on healthcare, KMS Healthcare supported
hospitals during the Covid-19 outbreak. Teams in Vietnam When KMS was founded over a
donated more than 175 ventilators to patients facing severe
medical conditions and 500 necessity packages with
decade ago, I wanted to ensure we
protective equipment to medical workers. would foster community well-being.
The KMS Gives programme annually pledges 1% equity, We have built company morale from
1% profits, and 1% time to its communities. KMS regularly
engages with non-profit partners such as 48in48, Fulbright
the top, and I could not be more
University Vietnam, and Per Scholas Atlanta to assist with proud of our teams for enforcing
website development, mentoring and educational initiatives, our company values while finding
consistently encouraging individual and team volunteerism.
self-fulfilment in their philanthropic
Despite economic uncertainties, KMS remains determined to
provide consistent global support to maximise the success of efforts across the globe.
its customers and partners while pursuing initiatives that can
Josh Lieberman
make the world a better place.
President and Co-Founder, KMS Technology
Responsible Supply Chain – SDG 8 (Decent Work and Reduce supply chain risks related to human rights, labour, the
Economic Growth): Increase number of suppliers as Code environment and anti-bribery by ensuring adherence to our
signatories; continue using audits to ensure continuous Supplier Code of Conduct through training, auditing and
improvement in supplier performance and compliance remediation; drive supply chain innovation, quality and
efficiencies through a strong, diverse network of suppliers
Supplier Diversity – SDG 10 (Reduced Inequalities):
Advance Supplier Diversity and Inclusion Programme
RELX Annual Report 2022 | Environment 63
Relevant
SDGs
Overview
Environment
We work to increase the positive impact we have on the environment
through our products and services which provide essential insight and bring
stakeholders together, while also striving to reduce our environmental
footprint across our business and value chain.
Market segments
A positive environmental impact David van Rossem
We make a positive environmental impact through our products VP, Internal Climate
and services which inform debate, aid decision makers and Programme
encourage research and development. Elsevier
The CEO is responsible to the Board for environmental
performance; the CEOs of our business areas are responsible for
complying with environmental policy, legislation and regulations
and the CFO is our most senior environmental advocate. Our Sustainability is important for our
Corporate Responsibility
Global Head of ESG and Corporate Responsibility engages with
the Board on environmental issues and our Environmental business, because a company that
Champions network, led by the global environment manager, ignores environmental issues is
includes employees in key operational areas of the business. We
work with Environmental Champions and dedicated engineering, simply not future-proof. Having a
design and real estate specialists to improve efficiency wherever genuine commitment to climate
possible in our portfolio.
action is important to our colleagues,
In 2022, we continued our support of the Climate Pledge, aiming
to achieve net zero across all carbon scopes by 2040 at the latest.
investors and customers; it is a golden
Part of the UN Race to Zero, we have committed to measure and opportunity to continually operate
report greenhouse gas emissions, implement decarbonisation
Financial review
strategies for emissions reductions and address residual
more efficiently.
emissions with high-quality offsets. We offset the latter in Scope 1,
Scope 2 and Scope 3 (work-related flights, hotels, cloud
computing, home-based working and commuting), purchasing
offsets that met strict criteria and which are subject to
certification and reporting requirements. Details of
Group certification
to ISO14001 Environmental Management System achieved
our net zero transition plans are available on pages 67 and 74 .
in 2022
We support progressive environmental legislation and in 2022
continued our membership in the Aldersgate Group, an alliance
of leaders from business, politics and civil society, chaired by
74%
Governance
former UK Prime Minister Theresa May, that drives action for
a sustainable economy. In the year, we chaired a panel discussion
reduction in Scope 1 and Scope 2 (location-based) emissions
on engaging SME suppliers on carbon reductions at RX’s All
since 2010
Energy event in Glasgow, and became a member of the Net Zero
Supply Chains initiative with other companies and NGO partners
organised by Pineapple Partnerships.
We are a Taskforce for Climate-related Financial Disclosure
(TCFD) supporter and have expanded our TCFD disclosure
(see page 73) and remain signatories of We Are Still In, a network
of more than 3,900 businesses, universities, cities, states and
other organisations, committed to combatting climate change.
other information
Financial statements and
64 RELX Annual Report 2022 | Corporate responsibility
It includes transition and physical risks and has informed our TCFD
Environmental risks and
Overview
report, including transitioning to a lower carbon economy and risks
opportunities related to physical impacts of climate change. See page 73.
Green Teams, employee-led environmental groups representing
The assessment, prioritisation and mitigation of environmental
53% of employees in 44 key facilities, help us implement our EMS and
risks are integrated into our overall company-wide risk
achieve environmental improvements at the local level. We are also
management process which considers current and emerging
aided by consistent dialogue with stakeholders including employees,
risks to achieving RELX’s strategic goals. The Board assesses the
government and NGOs. We participate in sector initiatives, such as
risk level and mitigation strategies and monitors implementation
the Publishers’ Database for Responsible Environmental Paper
by senior managers.
Sourcing (PREPS), part of the Book Chain Project, and further our
Our Environmental Champions network, together with colleagues understanding through environmental benchmarking activities, such
throughout the business, as well as external stakeholders such as as CDP, where we were scored B in the Climate Change programme
Market segments
NGOs and investors, help us monitor and rank our environmental and B in the Water Security programme.
risks and opportunities. They are reviewed quarterly by the
Environmental Checkpoint Committee, chaired by the CFO, Assessing our environmental impact
during the year. Although all our environmental impacts are important, we
Our Global Environmental Policy is available on www.relx. prioritise climate change, minimising the use of natural
com/cr-downloads and applies to all areas of the business and resources and waste from our own operations. Throughout
states that we must consider, among other risks, those that 2022, we worked to reduce our direct environmental impact
require legislative compliance, have significant cost implications by minimising the use of natural resources and efficiently
for the business and/or may affect our reputation. The Global employing sustainable materials and technologies.
Environment Policy is supported by a global Environmental We consider upstream and downstream impacts as part of a
Corporate Responsibility
Management System (EMS), certified to the ISO 14001 lifecycle approach to our operations. This includes risks related
environmental standard. to the forest sources and production of pulp and paper for our
We provide our facilities teams an online EMS Implementation printed products (see further information on page 71), while
Pack containing documentation, training and audit materials to opportunities include the donation of unsold or returned printed
aid the certification process. In 2022, we achieved Group products and IT equipment to development charity partners,
certification to the ISO 14001:2015 standard across the business. decreasing waste and increasing societal benefit, particularly
in less-developed nations. See page 70 for further details.
The EMS covers the assessment of existing and emerging
regulatory requirements related to climate change, including Third-party verification of our environmental data gives us
carbon pricing, taxes and additional reporting requirements. confidence in its reliability and improves our reporting.
Financial review
Book donations: supporting education
While print is a relatively small portion of our revenue, we
must continue to minimise the impact of printed product.
We focus on techniques such as print on demand or print
run control to better match production to demand.
We donate excess product to charity partners such as
Book Aid International or Books for Africa to avoid waste
and benefit communities.
In 2022, RELX donated 146,000 books with a value of over
Governance
$10m to our charity partners.
Book Aid International
RELX has been a Book Aid International partner for over
30 years through regular book donations, financial support At a time when books and access to
and staff fundraising and volunteering. RELX donations of information are needed more than ever, our
medical books are critical to educating the next generation partnership with RELX in 2022 enabled us
of healthcare providers around the world.
to share the power of books with thousands
In 2022, we donated 65,945 new higher education and of the world’s most marginalised children
medical books, as well as a grant to help Book Aid
International and its partners create a Children’s Corner at and adults. Thanks to RELX, we are
other information
Financial statements and
Mbala Library in Zambia. This will give local children a safe, inspiring children to discover books
welcoming space where they can discover the joy of reading through our Children’s Corners project
and become readers. Librarians are also being trained to
support younger children and school students wishing to
in libraries, and ensuring medical
use the space to study. professionals have access to the books they
need to improve their knowledge and skills.
Alison Tweed, Chief Executive
Book Aid International
66 RELX Annual Report 2022 | Corporate responsibility
tCO2e
have contributed to decreases in reported carbon emissions since 44,051
2020, with many of our people working from home or on a hybrid 37,270
basis, with more limited business travel. To show trends, we
report data over a longer time sequence.
In the year, we added the one events venue managed by RX 7,984 8,636 8,930 8,126 8,498 5,217 5,644 5,211
0
to our climate reporting. The venue was responsible for 2015 2016 2017 2018 2019 2020 2021 2022
approximately 3% of Scope 1 and Scope 2 (location-based) Scope 1
emissions in 2022. We have restated figures since 2015 to Scope 2 (location-based) emissions
include this space. See methodology notes for full details on
www.relx.com/additional-cr-resources.
We use the Radiative Forcing emissions factors provided by Intensity Scope 1 and Scope 2 emissions
the UK Department for Business, Energy and Industrial Strategy
20
for calculating business travel emissions which take into account
16.27
the full environmental impact of air travel, such as water vapour,
contrails and nitrogen oxide emissions. 13.48
11.63
Total Scope 1 emissions decreased by 8% in the year due to lower
tCO2e/£m revenue
10.04
levels of driving in the company car fleet. Car fleet emissions have 8.84
decreased 78% since 2010 and by 62% in overall Scope 1 emissions. 7.56
6.08
Scope 2 (location-based) emissions decreased by 15% in the year 4.36
due to office space consolidations, as well as lower power
consumption at our data centres.
1.34 1.25 1.21 1.08 1.08 0.73 0.78 0.61
0
Scope 3 business travel data covers all air travel booked and 2015 2016 2017 2018 2019 2020 2021 2022
collected through our travel provider, BCD. While resumption of
Scope 1
business travel in 2022 led to an increase in emissions over 2021, Scope 2 (location-based) emissions
since 2010, we have reduced travel emissions by 67%.
Scope 1 (direct emissions) tCO2e 5,644 -8% 5,211 0.78 -22% 0.61
Scope 2 (location-based emissions) tCO2e 44,051 -15% 37,270 6.08 -28% 4.36
Scope 2 (market-based emissions) tCO2e 8,321 8% 8,952 1.15 -9% 1.05
Total energy (MWh) 125,095 -6% 117,997 17.27 -20% 13.80
Water (m3) 183,575 -15% 156,734 25.34 -28% 18.33
Waste sent to landfill (t)* 150 -51% 73 0.02 -59% 0.01
Sustainable production paper (%) 98 1%pt 99 – – –
* From reporting locations only, excluding estimated data
Actual environmental data covers approximately 79% of occupied floor space based on electricity reporting. When we are unable to obtain reliable data, for example
from small serviced offices, we estimate energy consumption and water usage on actual data from our portfolio. In this way, our reported data covers all operations,
for which we have operational control for a 12-month period, December 2021 to November 2022.
Scope 2 (location-based) emissions are calculated using grid average carbon emissions factors for all electricity sources.
Scope 2 (market-based) emissions are calculated using supplier-specific carbon emissions factors (where available) for renewable energy purchases.
RELX Annual Report 2022 | Environment 67
Our Net Zero Commitment We will continue to advance our net zero efforts through an
Overview
internal carbon price payable by all business areas for Scope 1, 2
As a signatory to the Climate Pledge, we are committed to
and select Scope 3 emissions. The current price is $30/tCO2e and
becoming net zero by 2040 at the latest. The main tenets of the
will increase over time.
initiative, a community of more than 370 organisations working to
address climate change, is measuring and reporting greenhouse Climate objectives are monitored by the RELX CR Forum,
gas emissions and implementing decarbonisation strategies for chaired by the Head of Corporate Affairs, which meets twice per
significant emissions reductions. year to agree and assess progress on ESG targets and objectives.
Read more about CR governance on pages 40-43.
Since 2010, we have reduced our Scope 1 and 2 location-based
carbon emissions by 74%. In the year, we submitted a carbon Executive remuneration is linked to achieving environmental
target for verification to the Science Based Targets Initiative and targets including our Scope 1 and 2 carbon reduction target.
are awaiting their review. This aligns with the 1.5°C goal of the Read more about executive remuneration on page 126.
Market segments
Paris Climate Agreement and will require us to continue reducing
greenhouse gas emissions, maintain our internal carbon pricing
scheme, among other measures. Scope 3
As stated, we compensated for emissions in Scope 1, Scope 2 In 2022, we continued to advance our understanding of our
and Scope 3 (work-related flights, hotels, cloud computing, Scope 3 emissions beyond business flights, identifying key
home-based working and commuting) by purchasing offsets in areas, refining our methodology and our direct engagement
2022 with investments in REDD+ forestry projects in Kenya and with suppliers. We used the RELX CO2 Hub, an internal
Indonesia and a soil sequestration project in the United Kingdom. analytics platform, to help quantify our Scope 3 emissions.
We do not utilise offsets in our carbon performance reporting.
Supply chain (excluding business travel, cloud computing
Road Map services and events)
Corporate Responsibility
RELX’s emissions are aligned with the 1.5°C pathway. We aim to We estimated indirect supplier emissions through an
maintain this performance by pursuing further emissions improved methodology by collecting data on key suppliers
reductions in two primary ways: to derive carbon intensity factors. The factors are then
extrapolated by spend category to cover our full supply chain.
1. Company operations: By setting and achieving science-based
Our supply chain emissions were approximately two times
reduction targets that bring us to net zero no later than 2040.
larger than our total Scope 1, Scope 2 (location-based) and
Read more about our carbon reduction targets and our carbon
Scope 3 (flights) emissions in 2022.
performance on pages 66-72.
Cloud computing services
2. Value chain: By engaging with our suppliers on setting and
While RELX continues to undertake energy efficiency
attaining their own science-based carbon reduction targets and
projects at its own data centres, some of the energy and
addressing emissions from other Scope 3 categories.
carbon reductions at these facilities have been achieved by
Read more about how we engage with suppliers on pages 59-62.
Financial review
moving content to third-party cloud services. With data
RELX will continue to advance wider action on climate change provided by our primary IaaS cloud providers, we estimated
through: 2022 market-based carbon emissions associated with all
cloud computing services provided to RELX to be
1. The continued development of leading-edge products, services
approximately 160 tCO2e, a significant reduction on previous
and events on climate change and net zero transition
years as a primary supplier switched to renewable power.
2. Industry partnerships such as the Responsible Media Forum’s
Home-based employees
Climate Pact and Net Zero Events, an initiative for the global
Using location-specific emissions factors and office
events industry
attendance data, we estimated emissions from home working
3. Climate advocacy supporting responsible climate-related in the year to be approximately 12,000 tCO2e.
initiatives through organisations such as the United Nations
Commuting
Governance
Global Compact, The Aldersgate Group, and RE100
Through RELX’s Environmental Standards programme,
4. Sharing climate knowledge with society through locations are encouraged to develop a local travel plan.
offerings such as the free RELX SDG Resource Centre Actions from travel plans include publishing information on
www.sdgresources.relx.com public transport links, promoting commuter loan schemes
and encouraging carpooling. Using daily refreshed office
attendance data, we estimated emissions in the year to be
approximately 4,000 tCO2e.
Events
RX has partnered with peers on Net Zero Carbon Events.
Launched at COP27 the initiative aims to develop
other information
Financial statements and
59%
Energy consumption (Absolute)
250,000
218,459 Reduction in energy and fuels consumption since 2010
207,006
196,640 190,145
176,682
142,098
125,095
MWh
117,997
0
2015 2016 2017 2018 2019 2020 2021 2022
RELX Annual Report 2022 | Environment 69
Overview
RELX Environmental Challenge
2022 marked the twelfth year of the RELX Environmental
Challenge, focused on providing improved and sustainable
access to water and sanitation where it is presently at risk.
The $50,000 first prize winner was Caminos de Agua, a
Mexican organisation installing groundwater treatment
systems to remove harmful contaminants such as arsenic
and fluoride from groundwater supplies. The community of
Los Ricos (top right) have successfully adopted this low-cost,
Market segments
community-managed system.
The $25,000 second prize winner was MSABI’s True Life Water
Points. Based in Tanzania, the organisation has developed a
low-cost mobile phone-based insurance model to ensure the
maintenance of local water systems (bottom right),
particularly in remote regions.
Corporate Responsibility
to scale our solution for removing arsenic
and fluoride from drinking water which
will benefit more than 10,000 people in the
next five years. It will also allow us to
create a model which government and
other actors can replicate in communities
facing similar water quality challenges
around the world.
Financial review
Dylan Terrell, Founder & Executive Director
Caminos de Agua
Governance
Our water usage decreased 15% between 2021 and 2022 due to 400,000
353,486 353,932 359,766 346,408 344,304
ongoing office space consolidation and reduced use of cooling
water at data centres.
We engage with internal water experts who produce water- 226,509
related content for our customers. In 2022, we offered customers
m3
183,575
35 peer-reviewed journals in aquatic sciences, including Water 156,734
Research.
68% 0
2015 2016 2017 2018 2019 2020 2021 2022
other information
Financial statements and
Reporting locations are those from which we are able to capture primary data
and excludes estimated data. ‘All locations’ includes non-reporting locations,
such as serviced offices, where data is estimated.
Paper
Overview
The quantity of production paper purchased in 2022 decreased by
Focus on sustainable paper
30% over 2021 and by 57% since 2010 as we deliver more of our We are a founding member of the Bookchain Project’s paper
products online, reflecting a circular economy approach to module (PREPS) and helped create the PREPS database
conducting our business. Some of this year’s decrease is also which identifies the pulps and forest sources of papers.
attributed to the use of the new reporting tool, see below. 99% of Each paper is given stars according to sustainability criteria:
RELX production papers were graded in PREPS as known and one (unknown or unwanted material), three (known
responsible sources or certified to FSC or PEFC. We continue to and responsible), or five (recycled, Forest Stewardship
reduce waste and the environmental impact of producing our Council or Programme for the Endorsement of Forest
products through measures such as smaller print runs, litho over Certification certified).
digital printing, print on demand and lighter papers where
The grading system was initially developed by PREPS
possible.
Market segments
member Egmont UK Ltd and sustainability consultants
Carnstone, along with input from Greenpeace and WWF.
2022 paper performance The RELX Sustainable Production Paper Policy commits
us to purchase only sustainable papers - graded three or five
Sustainable production paper by Bookchain, or certified to FSC or PEFC.
Corporate Responsibility
%
0
2018 2019 2020 2021 2022
Financial review
2022 PERFORMANCE Our historic challenge has been in tracking the papers we use
across our supply chain. It resulted in papers that did not meet
Launch new online reporting tool for our evidence criteria to be classed as sustainable. To overcome
sustainable production paper this, in the year we developed an online paper reporting module
using the Ecometrica platform we use to track our
Printed products are responsible for 6% of revenues, a share environmental data.
which has been declining as our digital product offerings grow.
This allows suppliers to log in regularly to update details of the
The potential environmental impacts of paper use in our
Governance
paper they use, automatically verifying sustainability
products such as books or journals remains a focus area
credentials against the Book Chain Project ratings and paper
for RELX.
certifications. It also enables a more accurate classification of
In the year, we continued efforts to ensure the paper we use is papers to ensure reporting is scoped to papers used in the
sourced from sustainably managed forests to eliminate the risk production of our print products.
of deforestation from our paper supply chain.
The new reporting regime resulted in quarterly performance
As members of the Bookchain Project we trace the forest reporting allowing procurement managers to identify papers
sources of the papers we purchase and restrict our supplier which could not be proven sustainable, to liaise with suppliers
to only those papers assessed as grade 3 or 5 (known and for more detail.
responsible sources).
This new approach means 99% of the papers we purchase are
In 2022, we updated our Paper Policy to better support our 100% now rated as sustainable, with ongoing efforts to increase this
other information
Financial statements and
sustainable paper target. We are committed to purchasing only to 100% by 2025 in line with our target.
papers which are graded 3 or 5 in the Bookchain Project, or are
certified to FSC or PEFC.
72 RELX Annual Report 2022 | Corporate responsibility
We have used the GHG Protocol Corporate Accounting and Reporting Standard
(revised edition) and the data has been assured by an independent third party, EY.
Environmental responsibility – SDG 12 (Responsible Further environmental knowledge and positive action
Consumption and Production): Review global car fleet through our products and services and, accordingly,
policies with the aim to move to more fuel-efficient vehicles conduct our business with the lowest environmental
impact possible
Carbon reduction – SDG 13 (Climate Action): Expand climate
risk assessment of products by the Climate Product
Working Group
RELX Annual Report 2022 | CR Disclosure Standards 73
CR Disclosure Standards 1
Overview
Taskforce on Climate-related Financial Disclosure (TCFD)
RELX makes the following disclosures, consistent with the Management in each operational area support our environmental
Market segments
recommendations of the Taskforce on Climate-related goals. They are responsible for ensuring the continuity of the
Financial Disclosure (TCFD) All Sector Guidance as required group’s operations, including resilience to events caused by
by the Listing Rules (Disclosure of Climate-Related Financial extreme weather events. The Business Continuity Forum brings
Information) (No 2) Instrument 2021. together specialists from across the group to identify risks,
assess continuity and incident response plans, learn from
I. Governance incidents and spread best practice.
a. Board oversight of climate-related risks and opportunities We recognise climate change intersects with other environmental
This statement has been reviewed and approved by the Board. and sustainability issues. For this reason, climate change is also
The RELX Board oversees the internal controls and risk considered by the RELX Corporate Responsibility (CR) Forum,
management practices as described on page 88. In addition, with oversight by the Head of Corporate Affairs, a member of the
Corporate Responsibility
climate risk and opportunity is subject to our CR governance executive committee, and led by the Head of ESG and Corporate
processes, see pages 40-43. In the year, the Company’s approach Responsibility. The CR Forum meets twice per year and comprises
to managing its climate change risks and opportunities was more than 100 participants including function heads and business
covered by the Board at multiple points including in discussions area leads from across the Company.
with and papers from the Chief Financial Officer (CFO), Management is informed about climate-issues through quarterly
responsible to the Board for performance against climate targets; business climate reporting, the certified ISO14001 Environmental
the Head of ESG and Corporate Responsibility; and the Head of Management System and by engagement with internal and
Group Insurance and Risk, as part of the RELX Audit Committee external networks.
review of the Company’s risk management process.
The result of these undertakings is that the Board has found II. Strategy
climate change has no material impact on RELX’s business in the a. Climate-related risks and opportunities in the short,
Financial review
short term and will be unlikely to have a significant impact in the medium, and long term
medium and longer term. This is based on the review of RELX’s While we are in a low carbon intensive sector, the Board and the
low sector exposure to climate change and consideration of Environmental Checkpoint Committee continued to consider our
climate change by the business in its strategy, activities, policies, climate-related risks and opportunities based on the scenarios in
annual budgets, and business plans, setting and monitoring of section c below. Examples of our findings for various timeframes
performance objectives, major capital expenditures, acquisitions are outlined below. The long term time horizon aligns with the
and divestitures. timeframe of the Paris Climate Agreement and the medium term
with our ambition to achieve net zero by 2040.
Moreover, this view is predicated on strong climate action by the
business in 2022 and over time to mitigate the effect of transition Short (<10 years) – Transition risks: Policy and legal requirements
and physical climate change risks as described in this statement relative to climate change will continue to increase as they have
and in this report. over the last six years requiring us to ensure adequate disclosure;
Governance
there will be increasing stakeholder pressure requiring us to
b. Management’s role in assessing and managing climate-
ensure our products and services help accelerate the green
related risks and opportunities
transition for our customers in carbon intensive and other
Management in each business area is responsible for identifying
industries. Physical risks: Variability in weather patterns and
customer needs and developing relevant products related to
more frequent extreme weather events mean we must advance
climate change. This ranges from launching and advancing
both mitigation and adaptation strategies, including through our
scientific journals with articles on climate change, energy
business continuity planning. See page 77 for further information
efficiency, and other climate-related topics; providing data and
on TCFD risks.
analytics that support customers in reducing their environmental
impact; providing information and analytics on laws and Medium (10 to 20 years) – Transition risks: There will likely be
regulations related to the environment; and holding exhibitions increased pricing of GHG emissions and enhanced reporting
focused on renewable energy and low carbon solutions. obligations, particularly in areas like supply chain emissions;
other information
Financial statements and
Long term (20 years +) – Transition risks: Stigmatisation could We are factoring climate change into strategy planning for our
result if our products and services are not seen as part of the portfolio as our scientific research information, analysis of
solution to climate change; this creates an opportunity for us to environmental law, tracking of carbon and recycling markets,
increase offerings that support a lower carbon future. Physical among other products and services, becomes increasingly
risks: Sea level rise will be varying but worse under the business important for our customers, investors and other stakeholders in
as usual scenario which will increase risk of business interruption their own responses to climate change. A small proportion of
and damage to property; we recognise that this must be part of our customers operate in carbon intensive industries, including
planning for the places where we will operate. agriculture and aviation, and we are committed to supporting
them, and those in other industries, with their energy transition.
Risks and opportunities have been identified through the risk
There are no technology-related dependencies in realising
assessment process, as described in Governance above and
opportunities to help customers reduce their carbon impact,
detailed on pages 88-95, and through working groups such as
though new opportunities may arise as technology advances.
the Climate Product Group, CR Forum and other networks.
In Risk, products such as Cirium, which serves the aviation sector, is
Our carbon action hierarchy is to first, reduce our carbon
deploying an improved methodology for calculating flight
emissions; second, to purchase increasing amounts of green
emissions; helping airlines better plan and conduct maintenance of
tariff energy as availability improves in global markets where
their fleet to ensure efficient operation; and identifying flight routes
we operate; and third, to purchase certified renewable energy
for maximum occupancy so emissions per passenger are lower.
certificates where necessary. Our performance reporting is
based on our gross emissions, and we also purchase high-quality, Elsevier is working to support clean energy. In 2022, Elsevier
verified offsets for residual emissions. We offset residual launched a free report titled Pathways to Net Zero: global south
emissions in Scope 1, Scope 2 and Scope 3 (work-related flights, research in the transition to clean energy. The books team further
hotels, cloud computing, home-based working and commuting) implemented its Energy with Purpose mission statement to only
purchasing offsets that met strict criteria, and which are subject commission new content that advances the energy transition and
to certification and reporting requirements. RELX is committed reduction of CO2 emissions. Leadership made the decision to
to achieving net zero emissions following our carbon action close one hydrocarbon journal and transition remaining titles with
hierarchy across all scopes by 2040 at the latest, including updated aims and scope, explicitly calling for research related to
through our participation in The Climate Pledge, part of the UN Sustainable Development Goal (SDG) 7, Affordable and Clean
UN Race to Zero campaign. Energy. Colleagues are recruiting editorial board members who
specialise in specific renewable technology areas and working to
b. Impact of climate-related risks and opportunities on our
increase global south representation. Elsevier’s Geofacets, which
business, strategy, and financial planning
provides geological and geophysical data to academic and
In 2022, energy represented less than 1% of the RELX cost base.
corporate customers, only added new content, features and
Although energy costs, and associated carbon costs, may increase
functionality that support the energy transition and other related
substantially, the impact on RELX’s financial results is likely to
SDGs, including sustainable mineral mining projects essential for
remain limited.
renewable technologies such as battery and solar cells. The
While we do not believe climate risk will have a material impact on remaining use cases focused on discovering efficiencies in
our revenue, there is careful review within the relevant businesses established energy projects rather than new fossil fuel
to assess impacts of providing products and services that help exploration.
customers with their energy transition as traditional sector
LexisNexis Legal & Professional provides LexisPSL Environment
activities may not be viable in the longer term.
to help clients identify environmental liabilities, understand the
While we will continue to advance our efforts to achieve net zero, commercial implications of environmental law and keep track
we do not believe they will have a material impact on RELX of current developments with daily news feeds on new cases,
financial planning as described in Governance above. legislation, and consultations as well as practice notes, Q&As,
and legal precedents.
We are using the climate scenarios we outline below to inform
strategy and financial planning at both the Board and business RX holds World Future Energy Summit, a portfolio of events
area level. One example is our work with finance and other teams specifically designed to combat climate change, in line with the
across the business to price carbon, which we raised to $30 tCO2e United Nations Sustainable Development Goals (SDGs) and the
in the year (which will increase over time). Proceeds will be used Paris Agreement. Ahead of Batimat, the world’s largest event
for, among other measures, internal climate action projects where dedicated to building and construction, RX embarked on a Low
possible. In the year, we began a cross-business review of climate- Carbon Construction Tour of 12 European and African cities to
related product risks. Printed and face to face products, raise awareness of low-carbon solutions for the construction
responsible for 17% of total revenue, face more exposure to risks industry. Of the approximately 400 shows we organise, less than
such as weather-related logistics disruption than do our digital 5% are in carbon-intensive industries.
offerings; see Principal Risks on page 88.
All RELX business areas are contributing content to the RELX SDG
Resource Centre which provides free access to news, research,
tools and events on the SDGs, including SDG 7 Clean and
Affordable Energy and SDG 13 Climate Action. The site also
incorporates relevant content from key partners, including the
UN Global Compact (UNGC). In support of COP27, we released
a climate change special issue on the free RELX SDG Resource
Centre, a curated list of 110 journal articles and book chapters
to inspire positive environmental action and further
climate research.
RELX Annual Report 2022 | CR Disclosure Standards 75
c. Resilience of the organisation’s strategy, taking into Long term: Rising sea levels will affect land use of coastal
Overview
consideration different climate-related scenarios, and low-lying regions where we may have operations, requiring
including a 2°C or lower scenario investment to protect or relocate key Company facilities to
We have a threefold strategy to address climate-related risks: ensure business continuity. Significant government investment
will be required to mitigate the impacts, for example in
1.Minimising our environmental impact through measures such
strengthening flood and coastal defences or securing reliable
as energy efficiency, renewable energy, reducing waste and
water supplies, with follow-on effects for places where we and
other measures. This reduces our exposure to future legislation
future customers operate.
and the rising price of carbon
Political instability in some regions may increase as populations
2. Providing products and services which support customers
compete for resources such as fresh water supplies and as large
through their transition to a low-carbon economy. We anticipate
numbers of people move from regions most heavily impacted by
demand for these offerings to continue to increase over time
climate change. Global economic uncertainty will likely become
Market segments
3. Supporting wider action on climate change through the norm, with limited growth at best and decline at worst.
collaboration, partnerships and initiatives such as the Digital There will likely be significant health impacts as well. As
Impact of Media Project in conjunction with the Responsible impacts become more apparent, public sentiment may favour
Media Forum, comprised of industry peers, and Bristol organisations such as RELX that have taken action to limit
University the impact of climate change.
The Board and the Audit Committee as part of robust risk control We would continue to pursue measures such as science-based
measures covering our products and operations (including our carbon reductions, implementation of innovative technological
property portfolio and supply chain) ensures management of both solutions, carbon sequestration and (re)forestation, but without
the transition and physical risks of climate change. The the catalyst of global government investment in these areas.
Environmental Checkpoint Committee provides data on climate
Scenario 2: 2°C climate change (RCP 2.6). In this scenario, carbon
Corporate Responsibility
change metrics and advice to the Board and also engages people
emissions are halved by 2050 and climate change does not exceed
throughout the business. We gain and share best practice through
2°C by the year 2100.
engagement with the UNGC, Race to Zero, Media Climate Pact,
Net Zero Carbon Events, and the Science-based Targets initiative, Short term: Countries would introduce more challenging carbon
among others. targets as they update their Nationally Determined Contributions
under the 2015 Paris Climate Agreement. A range of new policies
We have considered three possible future scenarios and
would most likely be introduced across many countries to control
estimated possible timeframes. They are not exact descriptions
carbon emissions including carbon pricing, higher standards on
of an expected future, but provide an outline description of each
building and vehicle energy efficiency, with increased renewable
based on certain assumptions. In scenarios where extreme
energy generation in global power grids. Such developments will
weather events occur more frequently, we may see increased
be reflected in our policies and procedures, and could increase the
incidents that disrupt our operations, necessitating additional
demand for our climate-related products and services.
Financial review
measures, with some potential cost, to ensure our operational
resilience. However, in the context of RELX’s overall cost base, Medium term: There would likely be public and private
we would not expect any such incremental cost to be significant. investment in greater carbon sequestration, capture and storage,
We believe our strategy will be resilient even in the most (re)forestation, and other measures – all of which would aid action
challenging future scenario. in these areas within our business.
Scenario 1: Business as usual (RCP 8.5). In this scenario, carbon Long term: The frequency of extreme weather events will increase
emissions continue to increase at current rates and temperature but not as much as under Scenario 1. There will still be disruption
increases exceed 4°C by the year 2100. to transport and logistics through storms, but sea level rise will be
more limited, as will costs we may face associated with adaptation
Short term: While some policies could be introduced to reduce
and mitigation projects. With reduced climate impacts, political
carbon emissions, action is limited. Some countries may price
and economic instability will be lessened. Climate-related
carbon emissions and set standards for building and vehicle
Governance
migration will still be a factor but to a smaller degree than
energy efficiency.
anticipated under Scenario 1.
Medium term: The availability of renewable energy may grow,
Scenario 3: 1.5°C climate change (RCP1.9). In this scenario,
but the share of energy from fossil fuels will remain sizeable.
to achieve a 66% chance of avoiding more than 1.5°C warming
With this level of warming, extreme and severe weather events
by 2100, inclusive and sustainable development will be a key
will likely increase. Drought and increased precipitation will
consideration for policy makers with high levels of
impact agriculture. Severe storms will interfere with our supply
international cooperation.
chains and logistics. The heightened need for innovation in
climate adaptation infrastructure may increase demand for Short term: Emissions must peak in the early 2020s to achieve net
our environmental products and services for the scientific, zero emissions by 2050, These ambitious carbon reductions would
technical and other communities. be supported by new policies (with carbon prices reaching as
other information
Financial statements and
much or more than four times the price under the 2°C scenario)
and strong regulation.
76 RELX Annual Report 2022 | Corporate responsibility
Medium term: Buildings will be subject to tougher standards to We mitigate potential climate-related risks on our supply
achieve carbon reductions of nearly three times those under the chain through supplier management practices in the Global
2°C degree scenario. Energy costs and associated carbon costs Procurement team, the Supplier Resiliency Working Group,
could be higher than in Scenario 1 or 2, but this is unlikely to have a the Business Continuity Forum and the Socially Responsible
major impact for RELX as energy is not a significant part of our Supplier programme, which includes supplier engagement on
cost base as indicated above. their activities and policies, and a risk-based programme of
supplier audits and remediation.
The transport sector will see significant change, with the majority
of vehicles powered by alternative sources. Nature-based
solutions to climate change, such as forestation, are also likely
High-level net zero roadmap
to play an important role. In this scenario, RELX efforts to reduce RELX carbon emissions are in line with the reductions required
emissions, seek technology-driven carbon solutions and the to ensure climate change of no more than 1.5ºC.
pursuit of nature-based decarbonisation will be magnified. To achieve net zero across all Scopes by 2040 at the latest, we
Long term: By 2050, approximately 80% of global energy should are following a broad programme of action to achieve further
be from renewable sources. Use of coal will decrease significantly reductions. This will include developing products and services
and oil will drop to very low levels by 2060, which may impact that support the transition to a net zero economy, alongside
the energy costs paid by RELX. After 2050, technologies such actions to reduce our emissions.
as bioenergy and carbon capture and storage will need to be Short term
widespread to remove excess carbon from the atmosphere Continue office space consolidation in line with the working
to ensure emissions are net negative. preferences of colleagues
Migration from owned data centres to more energy efficient
III. Risk management third party cloud providers
a. Our processes for identifying and assessing climate-
Purchase of renewable energy equal to RELX’s global electricity
related risks
consumption
The principal and emerging risks facing the business, which have
been assessed by the Audit Committee and Board, are described Continue to quantify and report on Scope 3 emissions from our
on pages 88-95. The directors have considered the risk of climate supply chain and value chain
change to the business, including the positive contribution that Engage suppliers to adopt 1.5ºC aligned carbon reduction targets
RELX makes through activities such as supporting academic Purchase of high quality carbon offsets to equal our residual
research, pricing recyclable materials, and enabling customers emissions
to access our products electronically.
Medium term
Climate-related risks are assessed as part of the RELX risk Transition company car fleet to zero emission (e.g. electric)
management process. Risks are formally reviewed every six vehicles
months. Each risk is assigned a significance based on the potential
RELX renewable energy purchases in more markets
impact to revenue and the likelihood of that risk being realised.
As part of our Environmental Management System, climate risk Encourage purchase of renewable energy by suppliers
assessment covers transition and physical risks as described Longer term
above and below, and also includes the assessment of existing Purchase of carbon neutralisation offsets for residual
and emerging regulatory requirements related to climate change. emissions
These include carbon pricing schemes, taxes and additional
reporting requirements. IV. Metrics and targets
b. Our processes for managing climate-related risks We aim to provide additional insight into revenue from products
Climate change responsibilities are assigned to key roles, and services designed for a low carbon economy in subsequent
including the CFO at the executive level. Performance is monitored disclosures. Scope 1 + 2 (location-based) emissions reduction
and evaluated throughout the year by the environmental targets and energy reduction targets are set out on page 72 of this
checkpoint group, chaired by the CFO, and new programmes are report. The remuneration of the CEO and the CFO is linked to the
introduced as required to control climate-related transition and achievement of environment targets. These included in 2022,
physical risks. a key performance objective to reduce Scope 1 and Scope 2
(location-based) carbon emissions by 36% against a 2015 baseline,
On legislative and product trends, we gain insights through our
with 60% achievement; to reduce energy and fuel consumption
Government Affairs teams, external fora such as the Aldersgate
by 25% against a 2015 baseline, with 47% achievement; and to
Group, and ISO 14001 environmental certification of our EMS. We
purchase renewable energy equivalent to 100% of RELX’s global
speak with experts in the business, our climate-related employee
electricity consumption. See page 126 for further details.
resource groups including Green Teams and Elsevier’s Climate
Board, and learn through industry specific networks such as the In the year, we entered into a new $3bn committed bank facility
Responsible Media Forum’s Climate Pact and cross-sector which has pricing linked to three ESG performance targets.
networks like the CR and Sustainability Council of the Conference The cost of the facility is reduced if two or more ESG targets
Board, chaired by our Head of ESG and Corporate Responsibility. are achieved in each year and increased if two or more ESG targets
are missed in each year. The targets relate to carbon emissions
The business continuity programme, under the direction of the
reduction, as well as increasing the unique users of the RELX SDG
RELX Business Continuity Forum, oversees mitigations of climate
Resource Centre and increasing the content available on the
change physical risks on our operations through business
RELX SDG Resource Centre. See page 39.
continuity plans which include remote working and detailed
employee information.
RELX Annual Report 2022 | CR Disclosure Standards 77
TCFD Risks
Overview
We have considered climate-related risk areas detailed in the TCFD guidance as detailed below. While we do not believe climate-related
risks will have a material impact on our business, we have highlighted risks areas which present the most opportunity for us to support
the net zero transition.
Market segments
RELX products and services.
Enhanced emissions-reporting RELX has processes in place for carbon reporting and disclosure As new regulations are introduced, there
obligations: An increasing aligned with various best practice frameworks. Additional will be a greater need for guidance; this
number of governments are reporting requirements are expected to have insignificant could result in an increased demand for
likely to impose requirements financial implications. our risk, science, legal and other
on business to achieve the low Widespread introduction of different reporting regimes in the products and services.
carbon transition. New countries where we operate could increase the risk of
requirements are likely to non-compliance (and therefore the risk of fines). However,
include additional reporting and RELX operates an environmental management system certified
transparency requirements for to ISO14001 which requires a compliance assessment with
GHG emissions environmental legislation. This reduces the risk of non-
compliance with future reporting regulations.
Mandates and regulation RELX delivers products and service primarily in three ways: i) online/ New regulations on products will, in
affecting existing products and digital; ii) printed products; iii) in-person events. Increasing regulation on many cases, be best addressed through
services: New regulations may products in these areas could result in a increased cost for providing those industry collaboration. Our convening
Corporate Responsibility
be introduced for products to products and services. power in the markets we serve can
support the transition to a Online/digital: Products served by RELX-owned data centres are covered support such industry collaboration.
low-carbon economy by the purchase of renewable electricity and RELX’s net zero commitment.
RELX is engaging with Scope 3 suppliers for greater transparency on our
share of their carbon emissions and renewable energy.
Printed products: Revenue from printed products has decreased
significantly since 2010 as more product offerings are made online.
Paper used in RELX’s printed products complies with the RELX
Sustainable Paper Policy which requires all papers are from known
and sustainable sources and/or certified to a recognised standard.
In person: Exhibitions is part of an events industry initiative, Net Zero
Carbon Events, working to achieve net zero by 2040. This commitment
requires significant reductions in carbon emissions and partnerships
with other industries to minimise events-related emissions.
Financial review
A small proportion of our customers operate in carbon-intensive
industries, and less than 1% of the journals we produce specifically
cover content related to hydrocarbon; we continue to ensure they
focus on supporting relevant customers in their energy transition.
Technology Substitution of existing RELX has largely transitioned from printed physical products to Our products, services and events aid
products and services with online/digital products and services. This avoids the emissions the low-carbon transition benefiting our
lower emissions options associated with the manufacture and distribution of printed customers and society.
products but introduces emissions associated with the use of data
centres for the digital offerings.
RELX-owned data centres are covered by renewable electricity and
RELX’s net zero commitment. As described, we are engaging with
our cloud providers for greater transparency on carbon emissions
and renewable energy.
Costs to transition to lower The cost implications for transitioning to new technology are Detailed energy and carbon market
emissions technology primarily in our supply chain. insights we can provide through our
Governance
Printed products are manufactured and distributed by suppliers products, services and events will allow
on behalf of RELX. RELX engages its suppliers through the Socially companies to better assess the risks and
Responsible Suppliers programme and has processes in place for costs of transitioning to lower emissions
reporting on its supply chain-related emissions. technologies.
Market Changing customer behaviour Significant increases to the cost of air travel due to the factoring in of The ability for an exhibitor or event
carbon charges may discourage business travel in favour of virtual attendee to maximise engagement by
meetings. This could lead to a reduction in the number of attendees attending one event, for example, with
at in-person events effecting our events business. We offer virtual customers, prospects, and suppliers,
attendance options and in-person participation allows exhibitors can become more valuable as the cost
and attendees to hold numerous meetings during one event. of travel increases.
Uncertainty in market signals As businesses take action to combat climate change, they might Businesses can develop new disclosures
need to change business models or practices to ensure their to effectively communicate plans with
success in a low-carbon economy. Some of these changes may raise stakeholders. The demand for our
questions for investors or other stakeholders and reduce visibility products which provide company and
other information
Financial statements and
of the business’s strategy. RELX provides detailed and transparent market insights could grow as investors’
disclosure on climate change to provide clarity to investors and requirements for reliable information
other stakeholders. and data increases.
Increased cost of raw materials: RELX does not manufacture products from raw materials. Pricing insights in key supply chains such
Low-carbon requirements on An increase in the cost of raw materials would primarily impact as chemicals and plastics are provided
the use, and distribution, of raw RELX via higher prices in our supply chain. within our Risk business. If cost and
materials could lead to an price volatility increases, there could
increase in their cost be a greater demand for such products
and services.
Reputation Shifts in consumer preferences Business customers may become more aware of environmental While we do not produce consumer
concerns and expect a high standard of performance from products, we do serve a variety of
companies. Over time, this may lead to a decrease in demand industries and can support their efforts
for carbon intensive products as consumers move to low to decarbonise through our products,
emission alternatives. services and events.
78 RELX Annual Report 2022 | Corporate responsibility
Stigmatisation of sector: We offer products and services across a wide range of industries, Industries which face the greatest
Products and services offered some of which are carbon-intensive industries. We are working to challenges in decarbonisation will need
to carbon-intensive industries support these industries in their transition to a low-carbon economy. support, information and tools. We will
could result in negative continue developing new products and
public reaction services to assist these industries in
their decarbonisation efforts.
Increased stakeholder concern RELX sets environmental targets on a five-year cycle and has a Maintaining good environmental
or negative stakeholder science-based carbon reduction target which aligns its emissions performance provides a reputational
feedback: Poor performance reductions with those required to meet the 1.5°C ambition of the benefit with our stakeholders,
could result in negative Paris Agreement. including investors. Strong
feedback from stakeholders environmental performance and
such as investors or colleagues commitments may be reflected in
improved or lower cost financing.
Physical Acute Increased severity of extreme RELX operates a comprehensive business continuity programme to We provide products that help to assess
risks weather events such as ensure colleagues can work remotely and be informed should a and quantify insurance perils. As
cyclones and floods: severe location be impacted by severe weather conditions. This allows the insurance premiums increase, demand
weather could interrupt normal business to function despite the impact of the severe weather. As for these products will likely grow as
business operations risks associated with weather events increases, insurance insurance providers seek more accurate
premiums paid by RELX could increase. weather-related risk assessments.
Chronic Changes in precipitation Printed products require supply of wood from sustainable forest We offer products that use data analytics
patterns and extreme variability sources. Changes in precipitation and weather patterns could to help increase the efficiency of land use
in weather patterns: Such disrupt the growth in forest sources known to be sustainably in areas such as water consumption and
changes could affect managed which could increase the price of sustainable paper. RELX fertiliser use. Demand for such products
agricultural processes has flexibility in the types of paper used and the forest sources of could grow as a response to decreasing
these papers which allows purchases to be made elsewhere should yields due to weather.
the need arise. As a member of the Book Chain Project, we assess
the sustainability of a large number of papers, allowing us to
consider alternatives.
Rising mean temperatures: Climate change will affect temperatures differently in different Rising mean temperatures will require
The gradual increase of average locations. This means that, over time, the operation of some offices government to review, and businesses to
temperatures is a factor of will become less efficient as they may need to maintain physical implement, new building standards and
climate change working conditions close to or outside the range for which they were guidelines. Our business areas would
designed. This could lead to an increase in operational costs as more produce guidance to assist customers to
energy will be required for cooling. interpret associated new standards and
planning regimes.
Rising sea levels If sea levels rise significantly there is increased risk of property We offer products that help to assess and
damage to any RELX locations in low-lying coastal regions. This quantify insurance perils risk. As
could increase insurance premiums or disrupt the working insurance premiums increase, demand
arrangements of colleagues in those locations. We have a for these products could grow.
comprehensive business continuity programme in place to mitigate
such impacts and consider climate risk in the siting of our offices.
CR Disclosure Standards 2
Sustainability Accounting Standards Board (SASB) disclosure
SASB Standards enable businesses around the world to identify, manage and communicate financially material sustainability
information to their investors. The SASB standards are industry specific and identify the minimal set of financially material
sustainability topics and their associated metrics for the typical company in an industry
SASB assigns RELX to the Professional and Commercial Services sector. The following disclosure is made according to the
SASB standard for that sector.
(1) Number of data breaches, (2) percentage involving SV-PS-230a.3 Except as a matter of public
customers' confidential business information (CBI) or record, RELX does not disclose
personally identifiable information (PII), (3) number of this information for reasons of commercial
customers affected confidentiality
Workforce diversity and Percentage of gender and racial/ethnic group representation SV-PS-330a.1 See pages 46-47
engagement for (1) executive management and (2) all other employees
(1) Voluntary and (2) involuntary turnover rate for employees SV-PS-330a.2 See page 44
Professional integrity Description of approach to ensuring professional integrity SV-PS-510a.1 See pages 40 and 43
Activity metrics Number of employees by (1) full-time and part-time, (2) SV-PS-000.A See page 44
temporary, and (3) contract
CR Disclosure Standards 3
Overview
Global Reporting Initiative (GRI) Content Index
This report has been prepared in accordance with the GRI Standards: Core option
GRI Standard
Number GRI Standard Title Disclosure Title Page number
Market segments
GRI 102 General Disclosures Location of operations 7
GRI 102 General Disclosures Ownership and legal form 147
GRI 102 General Disclosures Markets served 7
GRI 102 General Disclosures Scale of the organization 7
GRI 102 General Disclosures Information on employees and other workers 44-49
GRI 102 General Disclosures Supply chain 59-62
GRI 102 General Disclosures Significant changes to the organization and its supply chain 59-60
GRI 102 General Disclosures Precautionary Principle or approach 63-77
GRI 102 General Disclosures External initiatives 33
GRI 102 General Disclosures Membership of associations 33
GRI 102 General Disclosures Statement from senior decision-maker 4
GRI 102 General Disclosures Values, principles, standards, and norms of behaviour 29, 40-41, 44-49
Corporate Responsibility
GRI 102 General Disclosures Governance structure 31, 40, 102-106
GRI 102 General Disclosures List of stakeholder groups 32-33, 109-112
GRI 102 General Disclosures Collective bargaining agreements 44-48
GRI 102 General Disclosures Identifying and selecting stakeholders 32-33, 109
GRI 102 General Disclosures Approach to stakeholder engagement 32-33, 109
GRI 102 General Disclosures Key topics and concerns raised 32
GRI 102 General Disclosures Entities included in the consolidated financial statements 162-165
GRI 102 General Disclosures Defining report content and topic Boundaries 28, 32
GRI 102 General Disclosures List of material topics 32
GRI 102 General Disclosures Restatements of information 31
GRI 102 General Disclosures Changes in reporting 31
GRI 102 General Disclosures Reporting period 31
Financial review
GRI 102 General Disclosures Date of most recent report 23/2/23
GRI 102 General Disclosures Reporting cycle Annual
GRI 102 General Disclosures Contact point for questions regarding the report 28
GRI 102 General Disclosures Claims of reporting in accordance with the GRI Standards 29
GRI 102 General Disclosures External assurance 56
GRI 103 Management Approach Explanation of the material topic and its Boundary 32, 72
GRI 103 Management Approach The management approach and its components 29-33
GRI 103 Management Approach Evaluation of the management approach 29-33, External assurance 56 and 80
Governance
other information
Financial statements and
THIS PAGE IS INTENTIONALLY BLANK
RELX Annual Report 2022 81
Overview
Financial
Market segments
review
In this section
Corporate Responsibility
82 Chief Financial Officer’s report
88 Principal and emerging risks
Financial review
Governance
other information
Financial statements and
RELX
82 RELX Annual Report 2022 | Financial review
£m £m
8,553
7,874 2,683
7,492 7,110 7,244 2,491
2,346 2,210
2,076
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
RELX RELX
Annual Report 2022 | Chief Financial Officer’s report 83
Overview
Change
2021 2022 at constant Change
£m £m Change currencies underlying
Adjusted figures
Revenue 7,244 8,553 18% 11% 9%
Operating profit 2,210 2,683 21% 14% 15%
Operating margin 30.5% 31.4%
Market segments
Profit before tax 2,077 2,489 20% 13%
Net profit attributable to shareholders 1,689 1,961 16% 10%
Net margin 23.3% 22.9%
Cash flow 2,230 2,709 21% 13%
Cash flow conversion 101% 101%
Return on invested capital 11.9% 12.5%
Earnings per share 87.6p 102.2p 17% 10%
Dividend
Ordinary dividend per share 49.8p 54.6p 10%
Reported figures
Revenue 7,244 8,553 18%
Operating profit 1,884 2,323 23%
Corporate Responsibility
Profit before tax 1,797 2,113 18%
Net profit attributable to shareholders 1,471 1,634 11%
Net margin 20.3% 19.1%
Net debt 6,017 6,604
Earnings per share 76.3p 85.2p 12%
RELX uses adjusted and underlying figures as additional performance measures. Adjusted figures primarily exclude the amortisation of acquired intangible assets
and other items related to acquisitions and disposals, and the associated deferred tax movements. Reconciliations between the reported and adjusted figures are set
out on pages 216 to 224. Underlying growth rates are calculated at constant currencies, excluding the results of acquisitions until 12 months after purchase, and
excluding the results of disposals and assets held for sale. Underlying revenue growth rates also exclude exhibition cycling. Constant currency growth rates are
based on 2021 full-year average and hedge exchange rates.
Adjusted net interest expense was £194m (2021: £133m), with Adjusted operating profits, interest and taxation are grossed up
the increase reflecting higher average interest rates and currency for the equity share of interest and taxes in joint ventures. The
Financial review
translation effects. The adjusted interest expense excludes the net application of tax law and practice is subject to some uncertainty
pension financing charge of £5m (2021: £9m). and amounts are provided in respect of this. Discussions with tax
authorities relating to cross-border transactions and other matters
Adjusted profit before tax was £2,489m (2021: 2,077m), up 20%. are ongoing. Although the outcome of open items cannot be
Reported profit before tax was £2,113m (2021: £1,797m) up predicted, no significant impact on profitability is expected.
18%, reflecting a net loss on disposals and other non-operating
items of £9m compared to a gain of £55m in the prior year, The reported tax charge was £481m (2021: £326m), including tax
mainly related to our ventures portfolio and the higher associated with the amortisation of acquired intangible assets,
acquisition-relate costs. disposals and other non-operating items. The UK corporation tax
rate will increase from 19% to 25% from 1 April 2023.
The adjusted tax charge was £530m (2021: £384m). The adjusted
effective tax rate was 21.3% (2021:18.5%). This excludes The adjusted net profit attributable to shareholders was £1,961m
movements in deferred taxation assets and liabilities related to (2021: £1,689m), up 10% at constant currency and up 16% after
Governance
goodwill and acquired intangible assets, but includes the benefit of changes in exchange rates. Adjusted earnings per share was up
tax amortisation where available on those items. The 2021 charge 10% at constant currency, and after changes in exchange rates
reflected the benefit of tax credits arising from the substantial was up 17% at 102.2p (2021: 87.6p).
resolution of prior year tax matters.
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
84
RELX RELX Annual Report 2022 | Financial review
The reported net profit attributable to shareholders was £1,634m FREE CASH FLOW
(2021: £1,471m). Reported earnings per share was 85.2p
YEAR TO 31 DECEMBER 2021 2022
(2021: 76.3p). £m £m
Adjusted cash flow 2,230 2,709
Cash flows Interest paid (net) (118) (165)
Adjusted cash flow was £2,709m (2021: £2,230m), up 21% Cash tax paid* (342) (495)
compared with the prior period. The rate of conversion of Exceptional costs in Exhibitions (52) (25)
adjusted operating profit to adjusted cash flow was 101% Acquisition-related items (46) (54)
(2021: 101%). Free cash flow before dividends 1,672 1,970
Ordinary dividends (920) (983)
CONVERSION OF ADJUSTED OPERATING PROFIT INTO Free cash flow post dividends 752 987
CASH
* Net of cash tax relief on acquisition-related items and including cash tax
YEAR TO 31 DECEMBER 2021 2022 impact of disposals.
£m £m
Adjusted operating profit 2,210 2,683 RECONCILIATION OF NET DEBT YEAR-ON-YEAR
Depreciation and amortisation 487 491 YEAR TO 31 DECEMBER 2021 2022
EBITDA 2,697 3,174 £m £m
Capital expenditure (337) (436) Net debt at 1 January (6,898) (6,017)
Repayment of lease principal (net)* (76) (78) Free cash flow post dividends 752 987
Working capital and other items (54) 49 Net disposal proceeds 190 3
Adjusted cash flow 2,230 2,709 Acquisition cash spend (including
(262) (463)
Adjusted cash flow conversion 101% 101% borrowings in acquired businesses)
Share repurchases – (500)
* Excludes repayments and receipts in respect of disposal-related vacant
Purchase of shares by the Employee Benefit
property and is net of sublease receipts. (1) (50)
Trust
Capital expenditure was £436m (2021: £337m), including £400m Other* 28 (4)
(2021: £309m) in respect of capitalised development costs, Currency translation 174 (560)
reflecting sustained investment in new products. Capital Movement in net debt 881 (587)
expenditure was 5.1% of revenue (2021: 4.7%) and excludes Net debt at 31 December (6,017) (6,604)
pre-publication costs of £94m (2021: £73m) that were capitalised
as current assets and principal lease repayments under IFRS 16 * Distributions to non-controlling interests, pension deficit recovery payments,
leases, share option exercise proceeds.
of £78m (2021: £76m). Depreciation and other amortisation
charged within adjusted operating profit was £491m (2021: Total consideration on acquisitions completed in the year was
£487m) and represented 5.7% of revenue (2021: 6.7%). This £443m (2021: £255m). Cash spent on acquisitions was £460m
includes amortisation of internally developed intangible assets of (2021: £262m), excluding £3m (2021: nil) of borrowings in
£309m (2021: £295m) and depreciation of property, plant and acquired businesses and including deferred consideration of
equipment of £47m (2021: £52m) which combined represent £21m (2021: £19m) on past acquisitions and investments in
4.2% (2021: 4.8%) of revenue. joint ventures and associates and venture capital investments of
£66m (2021: £8m). Net cash inflow from disposals after timing
Interest paid (net) of £165m (2021: £118m) was higher due to
differences and separation and transaction costs was £3m
increases in interest rates compared to the prior year. Tax paid of
(2021: £190m).
£495m (2021: £342m) was lower than the current tax charge,
with the difference reflecting timing of tax payments. Share repurchases in 2022 were £500m (2021: nil) with a further
£150m repurchased in 2023 as at 15 February. In addition, the
In 2022, the cash outflow relating to Exhibitions exceptional
Employee Benefit Trust purchased shares of RELX PLC to meet
costs charged in 2020 was £25m (2021: £52m). Payments
future obligations in respect of share based remuneration totalling
made in respect of acquisition-related items amounted to £54m
£50m (2021: £1m). Proceeds from the exercise of share options
(2021: £46m).
were £26m (2021: £32m).
Free cash flow before dividends was £1,970m (2021: £1,672m).
Exchange rates
Ordinary dividends paid to shareholders in the year, being the
RELX undertakes transactions with its customers and suppliers
2021 final dividend and 2022 interim dividend, amounted to
through a range of currencies, and RELX subsidiaries have
£983m (2021: £920m). Free cash flow after dividends was
different functional currencies for accounting purposes. The key
£987m (2021: £752m).
currencies for RELX are the US dollar and the euro. While RELX
manages its exposure to different currencies through its hedging
and treasury strategies, year-on-year movement in exchanges
rates can have some effect on the financial results. In 2022,
changes in exchange rates, mainly the relative strength of the
US dollar, increased revenues by £543m and adjusted operating
profit by £167m. In 2022, unallocated central costs and other
operating items (as shown in note 2 to the financial statements on
page 169) deducted in arriving at adjusted operating profit includes
a charge of £24m from exchange rate movements from translation
of working capital items into relevant functional currencies.
RELX RELX
Annual Report 2022 | Chief Financial Officer’s report 85
Overview
Changes in exchange rates during the year increased net debt by In May 2022, $500m of US dollar-denominated fixed rate term
£560m (see below) and assets (net of other liabilities) by £987m, debt was issued with a coupon of 4.75% and a maturity of ten
with the net effect of these resulting in an increase in shareholders’ years. The Group has ample liquidity and access to debt capital
equity of £427m. Constant currency adjusted measures markets, providing the ability to repay or refinance debt as it
presented by RELX exclude the effect of these year-on-year matures and to fund ongoing requirements.
exchange rate movements.
Invested capital and returns
Market segments
Funding Net capital employed was £11,089m at 31 December 2022
Debt (2021: £9,810m), an increase of £1,279m with £1,077m of the
Net debt at 31 December 2022 was £6,604m, an increase of increase due to changes in exchange rates. The carrying value
£587m since 31 December 2021. The majority of our borrowings of goodwill and acquired intangible assets increased by £1,058m.
are denominated in US dollars and euros, and as sterling was An amount of £125m (2021: £156m) was capitalised in the year
weaker against the US dollar and euro at the end of the year, our in respect of acquired intangible assets and £269m (2021:
net borrowings increased when translated into sterling. Excluding £131m) was recorded as goodwill. These additions were offset
currency translation effects, net debt increased by £27m. by amortisation and impairment of acquired intangible assets.
Expressed in US dollars, net debt at 31 December2022 was
SUMMARY BALANCE SHEET
$7,991m, a decrease of $132m.
AS AT 31 DECEMBER 2021 2022
Gross debt of £6,730m (2021: £6,167m) is comprised of bank
Corporate Responsibility
£m £m
and bond borrowings of £6,548m (2021: £5,959m) and lease Goodwill and acquired intangible assets* 9,419 10,477
liabilities under IFRS 16 of £182m (2021: £208m). The fair value Internally developed intangible assets* 1,251 1,435
of related derivative liabilities was £213m (2021: net assets of Property, plant and equipment*,
£35m), finance lease receivables totalled £5m (2021: £2m) right-of-use assets* and investments 504 557
and cash and cash equivalents totalled £334m (2021: £113m). Net pension obligations (269) (55)
In aggregate, these give the net debt figure of £6,604m Working capital (1,095) (1,325)
(2021: £6,017m). Net capital employed 9,810 11,089
The effective interest rate on gross bank and bond borrowings * Net of accumulated depreciation and amortisation.
was 2.9% in 2022 (2021: 2.0%). As at 31 December 2022, gross
bank and bond borrowings had a weighted average life remaining The net pension obligations (i.e. pension obligations less pension
of 4.4 years and a total of 58% of them were at fixed rates, after assets), as measured on an accounting basis, decreased to
Financial review
taking into account interest rate derivatives. The ratio of net debt £55m (2021: £269m). The decrease in the net obligation balance
(including pensions) to EBITDA (adjusted earnings before is due to rising interest rates which has resulted in higher discount
interest, tax, depreciation and amortisation) was 2.1x (2021: rates being applied to value future pension obligations. There was
2.4x), calculated in US dollars. Excluding pensions, the ratio was a positive accounting balance (i.e. pension assets less pension
2.1x (2021: 2.3x). The reduction in these leverage ratios reflects obligations) of £127m (2021: £8m negative balance) in respect
the growth in earnings and EBITDA in the year. of funded schemes, which were on average in excess of 100%
funded at the end of the year on an IFRS basis.
Liquidity
During April 2022, the Group’s undrawn committed bank facilities, The post-tax return on average invested capital in the year was
maturing in 2023 and 2024, were cancelled and replaced with a 12.5% (2021: 11.9%). The increase is largely due to growth
new $3bn facility maturing in April 2025. This committed facility, in adjusted operating profit, partly offset by a higher effective
which provides security of funding for short-term debt, is tax rate.
undrawn. The new facility does not include a financial covenant
Governance
(the previous facility included a covenant limiting the ratio of
debt to EBITDA). The facility has pricing linked to three ESG
performance targets.
$m
other information
Financial statements and
0 7
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 >2032 2018 2019 2020 2021 2022
Term debt translated at 31 December 2022 exchange rates, stated at par value
86
RELX RELX Annual Report 2022 | Financial review
Overview
Treasury policies Corporate responsibility
The Board of RELX PLC agrees policies for managing treasury Our concentration on high standards of corporate responsibility
risks. The key policies address security of funding requirements, reduces environmental, social and governance (ESG) risks.
the target fixed/floating interest rate exposure for debt and foreign
Among these is climate change risk. While the nature of our
currency hedging and place limits on counterparty exposures.
operations mean we have a limited, direct impact on the
A more extensive summary of these policies is provided in note 17
Market segments
to the financial statements on pages 189 to 194. Financial environment, we have set robust reduction targets including
for energy and carbon emissions.
instruments are used to finance the RELX businesses and to
hedge transactions. The Group’s businesses do not enter into As we state in our Taskforce on Climate-Related Financial
speculative transactions. Disclosure (TCFD) on page 73, increased severity of extreme
weather events could interrupt normal business operations (which
Liquidity management is also reflected in our statement of principal risks related to
technology and business resilience on page 90). To counter this,
The capital structure is managed to support RELX’s objective
we operate comprehensive business continuity programmes.
of maximising long-term shareholder value through appropriate
And to help our customers and other stakeholders, we produce
security of funding, ready access to debt and capital markets,
information, data and analytics that can support their carbon
cost-effective borrowing and flexibility to fund business and
reductions. One example is more accurate flight emissions data
acquisition opportunities while maintaining appropriate leverage
produced by Cirium in our Risk business, which we have also
Corporate Responsibility
to ensure an efficient capital structure.
used in calculating our own business flight data (see page 31).
Over the long-term, RELX seeks to maintain cash flow conversion
I chair our Environmental Checkpoint Committee which met
of 90% or higher and credit rating agency metrics that are
regularly through the year to ensure progress on our key metrics
consistent with a solid investment grade credit rating. These
including for Scope 1 and 2 emissions. Among other measures,
metrics, as defined by the rating agencies, include net debt to
to progress our commitment to achieving net zero emissions by
EBITDA, including and excluding pensions, and various measures
2040 at the latest as a signatory to the Climate Pledge, we raised
of cash flow as apercentage of net debt. Further detail on liquidity
the internal carbon price paid by our businesses to $30 tCO2e,
management is provided on pages 189 and 190.
which will rise higher in future years.
Capital management In 2022, we achieved group-wide certification of our
Environmental Management System (EMS). Green Teams,
RELX uses the cash flow it generates to fund capital expenditure
employee-led environmental groups representing 53% of
Financial review
required to drive organic growth, to make selective acquisitions
employees in 44 facilities, helped us implement our EMS and
and to provide a growing dividend to shareholders, while retaining
achieve local environmental improvements.
balance sheet strength to maintain access to cost-effective
sources of borrowing. Share repurchases are undertaken to Refer to the Corporate Responsibility Report on pages 29 to 80
maintain an efficient balance sheet. Further detail on capital for further information.
management is provided on pages189 and 190.
Nick Luff
Chief Financial Officer
Governance
other information
Financial statements and
88 RELX Annual Report 2022 | Financial review
EXTERNAL RISKS
Risk Description and impact Mitigation
Geopolitical, Demand for our products and services, and our ability to Our business is focused on professional markets which
economic operate internationally, may be adversely impacted by have generally been more resilient in periods of economic
and market geopolitical, economic and market conditions beyond downturn. We deliver information solutions, many on a
conditions our control. These include acts of war and civil unrest; subscription and recurring revenue basis,
political conflicts and tensions; international sanctions; which are important to our customers’ effectiveness
the impact of the effect of changes in inflation and and efficiency. We operate diversified business areas in
interest rates in major economies; trading relations terms of sectors, markets, customers, geographies and
between the United States, Europe, China and other products and services. We have multi-year contracts
major economies; as well as levels of government in place for much of the revenue base, and underlying
and private funding for our markets. demand drivers in many areas are not directly exposed
to economic growth (e.g. scientific research, healthcare,
fraud risk, financial crime compliance). Since the last
major global recession after the 2008 financial crisis,
RELX is significantly less dependent on revenue streams
that were impacted in that period (e.g. advertising,
employment screening). We have extended our position
in long-term global growth markets through organic
new launches supported by the selective acquisitions.
We continuously monitor economic and political
developments to assess their impact on our strategy which
is designed to mitigate these risks. In response to specific
uncertainties, our business areas engage in scenario
planning and develop contingency plans where relevant
and consider exiting business areas and markets that no
longer fit our strategy.
RELX Annual Report 2022 | Principal and emerging risks 89
Overview
EXTERNAL RISKS
Risk Description and impact Mitigation
Intellectual Our products and services include and utilise intellectual We actively engage in developing and promoting the legal
property property. We rely on trademark, copyright, patent, trade protection of intellectual property rights. Our subscription
rights secret and other intellectual property laws to establish contracts with customers contain provisions regarding the
and protect our proprietary rights in this intellectual use of proprietary content. We are vigilant as to the use of
Market segments
property. There is a risk that our proprietary rights could our intellectual property and, as appropriate, take legal
be challenged, limited, invalidated or circumvented, action to challenge illegal content distribution sources.
which may impact demand for and pricing of our
products and services. Copyright laws are subject to
national legislative initiatives, as well as cross-border
initiatives such as those from the European Commission
and increased judicial scrutiny in several jurisdictions in
which we operate. This creates additional challenges
for us in protecting our proprietary rights in content
delivered through the internet and electronic platforms.
Data Privacy Our business relies extensively on content and data from We maintain an active dialogue with regulatory authorities
Corporate Responsibility
public records, governmental authorities, publicly on privacy and other data-related issues, and promote,
available information and media, customers, end users with others, the responsible use of data.
and other information companies, including competitors.
We have established data privacy principles, governance
Changes in data privacy legislation, regulation, and/or
structures and control programmes designed to ensure
enforcement could impact our ability to collect and
data privacy requirements are met and which protect data
utilise data, potentially affecting the effectiveness of our
and individuals’ privacy across all jurisdictions where we
products. Failure or perceived failure to comply with
operate. We have put in place and test response plans to
requirements for proper collection, use, storage and
manage incidents where data privacy might be
transfer of data, by ourselves, or our third-party service
compromised. We embed our data privacy principles in
providers, or other data loss incidents may damage our
agreements with third parties.
reputation, divert time and effort of management and
Financial review
other resources, and expose us to risk of loss, fines and We have assurance programmes to monitor compliance
penalties, litigation and increased regulation. and conduct training and awareness programmes to
ensure that we comply with relevant legislative, regulatory
and contractual requirements.
Payment Traditionally our Scientific, Technical & Medical (STM) We engage extensively with stakeholders in the STM
model primary research content publishing business has community to better understand their needs and deliver
evolution operated on a pay to read model, where readers or their value to them. We provide both pay to read and pay to
institutions, as users of the content pay, and authors publish models for our services as well as combinations
publish for free. Over time, an alternative model has of the two to support our customers diverse needs and
gained traction where authors or their institutions or preferences. Combined deals can include several
funding bodies prefer to pay to publish their research, components: pay to read, pay to publish and databases and
Governance
so it is freely available to read. The latter model is tools, and are often on a subscription basis. Both payment
commonly referred to as Open Access. There is models are available on a subscription or transactional
continued debate in government, academic and library basis. We aim to serve our customers in any way that they
communities, regarding the payment models and the would like, and we work collaboratively with them and
extent to which research content should be freely support them to achieve their research goals.
available to read, either immediately on publication or in
We focus on the integrity and quality of research through
some form after a period following publication. Changes
the editorial and peer review process; we invest in efficient
in customer choice or regulation in this area could
editorial and distribution platforms and in innovation in
impact the mix and overall level of revenue generated
platforms and tools to make content and data more
by our primary research publishing business.
accessible and actionable; and we develop our research
systems to provide capabilities to manage different
other information
Financial statements and
STRATEGIC RISKS
Risk Description and impact Mitigation
Customer Our business is dependent on the continued demand by We are focused on the needs and economics of our
acceptance our customers for our products and services and the customers. We gain insights into the markets that we
of our value placed on them. They operate in highly competitive serve, evolving customers’ needs, the potential application
products and dynamic markets, and the means of delivery, of new technologies and business models, and the actions
customer demand for, and the products and services of competitors and disrupters. These insights inform our
themselves, continue to change in response strategic and operational priorities. We continuously invest
to rapid technological innovations, legislative and significant resources in our products and services, and the
regulatory changes, the entrance of new competitors, infrastructure to support them. We leverage user centred
and other factors. Failure to anticipate and quickly adapt design and development methods and customer analytics
to these changes, or to deliver enhanced value to our and invest in new and enhanced technologies to provide
customers, could impact demand for our products and content and innovative solutions that help them achieve
services and consequently adversely affect our revenue better outcomes and enhance productivity.
or the long-term returns from our investment in
electronic product and platform initiatives.
Acquisitions We supplement our organic development with selected Acquisitions are made within the framework of our
acquisitions. If we are unable to generate the anticipated overall strategy, which emphasises organic development.
benefits such as revenue growth and/or cost savings We have a well formulated process for reviewing and
associated with these acquisitions, it could adversely executing acquisitions and for managing the post-
affect return on invested capital and financial condition acquisition integration. This process is underpinned with
or lead to an impairment of goodwill or intangibles. clear strategic, financial and ethical criteria. We closely
monitor the integration and performance of acquisitions.
OPERATIONAL RISKS
Risk Description and impact Mitigation
Technology Our business is dependent on electronic platforms and We have established procedures for the protection of our
and business networks, primarily the internet, for delivery of our business and technology assets. These include the
resilience products and services. These could be adversely development and testing of business continuity plans,
affected if our electronic delivery platforms, networks or including technical resilience plans and back-up delivery
supporting infrastructure experience a significant systems, to reduce business disruption in the event of
failure or interruption. Climate change may increase the major technology or infrastructure failure, terrorism or
intensity and frequency of severe weather events which adverse weather incidents.
increases the risk of significant failure.
Face-to-face Face-to-face events are susceptible to economic cycles, We actively review our ability to host events considering
events communicable diseases, severe weather events and the availability of venues and national and local regulations
other natural disasters, terrorism and assignment of including those related to health, travel and security.
venues to alternative uses. Each or any of these may Where regulations permit us to hold events, we take
impact exhibitors’ and visitors’ desire and ability to travel appropriate measures for the well being and safety of
in person to events and the availability of event venues. exhibitors, visitors and employees. The physical events
These factors each have the potential to reduce being run are supported by enhanced digital services,
revenues, increase the costs of organising events and including remote participation by both exhibitors
adversely affect cash flows and reputation. and attendees.
RELX Annual Report 2022 | Principal and emerging risks 91
Overview
OPERATIONAL RISKS
Risk Description and impact Mitigation
Cyber Our business maintains and uses online databases and We have established security programmes which are
security platforms delivering our products and services, which constantly reviewed and updated to address developments
we rely on, and provide data to third parties, including in the threat landscape with the aim of ensuring our ability
customers and service providers. These databases and to prevent, respond to and recover from a cyber-attack
Market segments
information are a target for compromise and face a risk or ransomware attack, that data is protected and our
of unauthorised access and use by unauthorised parties business infrastructures and those of our third-party
including through cyber, ransomware and phishing service providers continue to operate.
attacks on us or our third-party service providers.
We have governance mechanisms in place to design
Our cyber security measures, and the measures used by and monitor common policies and standards across
our third-party service providers, may not detect or the Company.
prevent all attempts to compromise our systems, which
We invest in appropriate technological and physical
may jeopardise the security of the data we maintain or
controls which are applied across the enterprise in a
may disrupt our systems. Failures of our cyber security
risk-based security programme which operates at the
measures could result in unauthorised access to our
infrastructure, application and user levels. These controls
systems, misappropriation of our or our users’ data,
Corporate Responsibility
include, but are not limited to, infrastructure vulnerability
deletion or modification of stored information or other
management, application scanning and penetration
interruption to our business operations. As techniques
testing, network segmentation, encryption and logging
used to obtain unauthorised access to or to sabotage
and monitoring. We provide regular training and
systems change frequently and may not be known until
communication initiatives to establish and maintain
launched against us or our third-party service providers
awareness of risks at all levels of our Company. We have
we may be unable to anticipate or implement adequate
appropriate incident response plans to respond to threats
measures to protect against these attacks and our
and attacks which include procedures to recover and
service providers and customers may likewise be
restore data and applications in the event of an attack.
unable to do so.
We maintain appropriate information security policies
Compromises of our or our third-party service and contractual requirements for our Company and
providers’ systems could adversely affect our financial run programmes monitoring the application of our data
Financial review
performance, damage our reputation and expose us to security and resilience policies by third party service
risk of loss, fines and penalties, litigation and increased providers. We use independent internal and third-party
regulation. auditors to test, evaluate, and help enhance our
procedures and controls.
Supply chain Our organisational and operational structures depend We select our vendors with care and establish contractual
dependencies on suppliers including outsourced and offshored service levels that we closely monitor, including through
functions, as well as cloud service providers. Poor key performance indicators and targeted supplier audits.
performance, failure or breach of third parties to whom We have developed business continuity plans to reduce
we have contracted could adversely affect our business disruption in the event of a major failure by a vendor. We
performance, reputation and financial condition. have a formal supplier resilience program to identify and
manage critical suppliers across the business. A risk
Governance
We source content to enable information solutions for
register is used to document any unique supplier risks and
our professional customers. The disruption or loss of
associated mitigation plans, due diligence is performed
data sources, either because of data localisation
annually, regular resilience discussions are held, and our
regulations, or because data suppliers decide not to
contractual terms enable us to audit supplier resilience
supply them, may impose limits on our collection and use
plans/procedures.
of certain kinds of information and our ability to
communicate, offer or make such information available We have a multitude of data sources that we use to develop
or useful to our customers. solutions for our customers and regularly monitor the
market for new data sources in order to minimize
dependence on any single provider. Where content is
supplied to us by third parties, we aim to have contracts
other information
Financial statements and
OPERATIONAL RISKS
Risk Description and impact Mitigation
Talent The implementation and execution of our strategies and We monitor capability needs and remuneration schemes
business plans depend on our ability to recruit, motivate, are tailored to attract and motivate the best talent available
develop and retain a diverse population of skilled at an appropriate level of cost. We actively seek feedback
employees and management. We compete globally from employees, which feeds into plans to enhance
and across business sectors for diverse talented employee engagement, motivation and development.
management and skilled individuals, particularly Our focus on an inclusive culture results in a diverse
those with technology and data analytics capabilities. workforce and environment that respects individuals
An inability to recruit, motivate or retain such people and their contributions.
could adversely affect our business performance.
Failure to recruit and develop talent regardless of
gender, race or other characteristics could adversely
affect our reputation and business performance.
FINANCIAL RISKS
Risk Description and impact Mitigation
Pensions We operate a number of pension schemes around the We have professional management of our pension
world, including local versions of the defined benefit type schemes and we focus on maintaining appropriate asset
in the UK and the United States. The US scheme is closed allocation and plan designs. We review our funding
to future accruals. The UK scheme has been closed to requirements on a regular basis with the assistance of
new hires since 2010. The members who continue to independent actuaries and ensure that the funding plans
accrue benefits now represent a small and reducing are appropriate. We seek to manage pension liabilities by
portion of the overall UK based workforce. The assets reviewing pension benefits provided to staff as well as the
and obligations associated with these pension schemes structure of scheme arrangements.
are sensitive to changes in the market values of the
scheme’s investments and the market-related
assumptions used to value scheme liabilities. Adverse
changes to asset values, discount rates, longevity
assumptions or inflation could increase funding
requirements.
Tax Our business operates globally, and our profits are We maintain an open dialogue with tax authorities and
subject to taxation in many different jurisdictions and at are vigilant in ensuring that we comply with current tax
differing tax rates. Tax laws that currently apply to our legislation. We have clear and consistent tax policies and
business may be amended by the relevant authorities or tax matters are dealt with by a professional tax function,
interpreted differently by them, and these changes could supported by external advisers. As outlined in the Chief
adversely affect our reported results. Financial Officer’s report on pages 82 to 87 we engage
with tax authorities and international organisations.
We continue to monitor legislative developments in
the jurisdictions in which we operate and consider
the potential impacts of proposed regulation changes
under various scenarios. The principles we adopt in our
approach to tax matters can be found on our website at
www.relx.com/go/taxprinciples.
RELX Annual Report 2022 | Principal and emerging risks 93
Overview
FINANCIAL RISKS
Risk Description and impact Mitigation
Treasury The RELX PLC consolidated financial statements Our approach to capital structure and funding is described
are expressed in pounds sterling and are subject to in the Chief Financial Officer’s report on pages 82 to 87. The
movements in exchange rates on the translation of the approach to the management of treasury risks is described
financial information of businesses whose operational in note 17 to the consolidated financial statements.
Market segments
currencies are other than sterling. The United States is
our most important market and, accordingly, significant
fluctuations in the US dollar exchange rate could
significantly affect our reported results. We also earn
revenues and incur costs in a range of other currencies,
including the euro and the yen, and significant
fluctuations in these exchange rates could also
significantly impact our reported results.
Macroeconomic, political and market conditions may
adversely affect the availability and terms of short and
long-term funding, volatility of interest rates, the credit
Corporate Responsibility
quality of our counterparties, currency exchange rates
and inflation. The majority of our outstanding debt
instruments are, and any of our future debt instruments
may be, publicly rated by independent rating agencies.
Our borrowing costs and access to capital may be
adversely affected if the credit ratings assigned to our
debt are downgraded.
REPUTATIONAL RISKS
Risk Description and impact Mitigation
Financial review
Ethics As a global provider of professional information Our Code of Ethics and Business Conduct is provided
solutions we, our employees and major suppliers are to every employee and is supported by training and
expected to adhere to high standards of integrity and communication. It encompasses such topics as competing
ethical conduct, including those related to anti-bribery fairly, prohibiting corrupt business practice and fair
and anti-corruption, fraud, sanctions, competition and employment practices and encouraging open and
principled business conduct. A breach of generally principled behaviour. We have well-established processes
accepted ethical business standards or applicable laws for monitoring, reporting and investigating instances
could adversely affect our business performance, of unethical conduct. Our major suppliers are required
reputation and financial condition. to adhere to our Supplier Code of Conduct.
Governance
other information
Financial statements and
94 RELX Annual Report 2022 | Financial review
Viability statement
The UK Corporate Governance Code requires Directors to Assessing the Group’s Viability
assess the viability of the Group over an appropriate period The three-year strategy plan for our business areas includes
of time. The Directors have made the assessment that given management’s assessment of the anticipated operational risks
the nature of the Group’s business with a high proportion of affecting the business. Management then considered the
recurring revenue, a typical contract length of three years in viability of the business in various downside scenarios, the most
many of its subscription agreements and a balanced debt severe of which assumes the simultaneous occurrence of Cyber
maturity profile, a viability period of three years, aligned with security, Intellectual property rights and Face-to-face events
the Group’s annual strategy plan, is suitable to assess the risks risks resulting in a decline of around 30% in adjusted operating
outlined on pages 88 to 93. profit in each of 2023 to 2025, and the closure of the debt capital
markets preventing the refinancing of scheduled liabilities. It is
Assessing the Group’s Prospects
assumed that the first extension option on the Group’s undrawn
The Group develops information-based analytics and decision
$3bn revolving credit facility will be exercised in April 2023,
tools for professional and business customers in the Risk,
taking the maturity to April 2026. The resulting analysis, which
Scientific, Technical & Medical (STM), Legal and Exhibitions
assumed no share buybacks, modest acquisition activity and
sectors. The Market Segments section describes each area’s
a growing dividend, determined that the Group would have
business model, strategic priorities, market opportunities and
sufficient liquidity to refinance all maturing term debt.
competition, showing how the Group is positioned to create
value for shareholders over the longer term. The impact of the Covid-19 pandemic on our three largest
business areas, Risk, STM and Legal, which contribute
The Group’s prospects are assessed annually through the
approximately 90% of the Group’s revenue, was limited, with
strategic planning process which includes a review of
continued growth in revenues and profits since the start of the
assumptions made and an assessment of each business area’s
pandemic in 2020. The impact on Exhibitions was significant,
longer-term plan. The resulting three-year strategy plan forms
with only limited activity for a period, followed by a recovery as
the basis for Group and divisional targets and in-year budgets.
venues re-opened. Face-to-face events have now resumed in
Objectives are set with consideration given to the economic
almost all major geographies, but there remains an ongoing risk
and regulatory environment, and to customer trends, as well
of cancellation or rescheduling of events. This risk has been
as incorporating risks and opportunities. The most recent
considered as part of the downside scenarios described above.
three-year strategy business plan was agreed by the Directors
in September 2022 and updated in February 2023. Separate We remain focused on successfully pursuing our strategic
from the annual strategy plan, the Directors periodically receive priority of organically developing increasingly sophisticated
updates from business area management on their operations, information-based analytics and decisions tools that deliver
prospects and risks. Whilst these reviews and discussions enhanced value to our customers, supplemented by selective
naturally focus more closely on the more immediate risks facing acquisitions that support our organic growth. We believe the
the business within the three-year strategy planning period, combination of compelling structural opportunities combined
they also cover the risks described in the principal risks section with an appropriate capital structure will continue to drive
on pages 88 to 93. long-term value.
Based on this assessment and the scenario modelling that
shows sufficient liquidity even with the simultaneous
occurrence of principal risks and the closure of the debt capital
markets, the Directors confirm that they have a reasonable
expectation that the Group will be able to continue its operations
and meet its liabilities as they fall due over the next three years
and are not aware of any longer-term operational or strategic
risks that would result in a different outcome from the
three-year review.
RELX Annual Report 2022 | Principal and emerging risks 95
Overview
Going concern
The Directors have adopted the going concern basis in A commentary on the Group’s cash flows, financial position and
preparing these accounts after assessing the potential impact liquidity for the year ended 31 December 2022 is set out in the
on the business of the principal risks over the 18 months to Chief Financial Officer’s report on pages 82 to 87. This shows that
30 June 2024 and during the longer period over which the after taking account of available cash resources and committed
Market segments
Group’s viability has been assessed, as described on page 94. bank facilities that back up short-term borrowings, all of the
Management forecasts reflect a downside scenario which Group’s borrowings that mature in the period to 30 June 2024
includes the simultaneous occurrence of principal risks, which can be repaid in full. The Group’s policies on liquidity, capital
combined would reduce adjusted operating profit by around management and management of risks relating to interest
30%. We have also assumed an inability to access the debt rate, foreign exchange and credit exposures are set out on
capital markets. Under this scenario, the Group will still have pages 189 to 194. The principal risks facing the Group are set
substantial liquidity headroom on its undrawn $3bn revolving out on pages 88 to 93.
credit facility (which was refinanced during 2022 and no longer
contains a financial covenant). Having considered this downside
scenario, the Directors believe that the Group is well-positioned
to manage its business risks and that adequate resources
Corporate Responsibility
exist for the Group to continue in operational existence for the
foreseeable future. They therefore consider it is appropriate
to adopt the going concern basis in preparing the 2022
financial statements.
The Strategic Report, as set out on pages 2 to 95, has been approved by the Board of RELX PLC.
Financial review
Governance
other information
Financial statements and
96 RELX Annual Report 2022
Governance
In this section
98 Board Directors
100 RELX Senior Executives
102 Chair’s introduction to corporate governance
103 Corporate Governance Review
119 Report of the Nominations Committee
121 Directors’ Remuneration Report
143 Report of the Audit Committee
147 Directors’ Report
Overview Market segments Corporate Responsibility Financial review Governance Financial statements and
other information
97 report including
RELX Annual Report 2022 corporate responsibility report and financial statements 2022 |
98 RELX Annual Report 2022 | Governance
Board Directors
Appointed: Chief Executive Officer of RELX since Appointed: March 2021 Appointed: October 2020
November 2009. Joined as Chief Executive Officer Other appointments: Chair of Ashtead Group plc. Other appointments: Chief Executive Officer
of Elsevier in 2004. Past appointments: Chair of Halma plc and Chief of IG Group Holdings plc. Member of the Board
Other appointments: Non-Executive Director Executive Officer and Chief Financial Officer of of Advisers of the London Technology Club.
of Smith & Nephew plc. Sage Group plc. Non-Executive Director of Past appointments: Served as a Non-Executive
Past appointments: Prior to joining was a partner Experian plc, Diageo plc, Sophos Group plc and Director of IG Group Holdings plc from 2015 until the
at General Atlantic Partners. Before that was Mytravel Group plc. time of her appointment as Chief Executive Officer
President and Chief Operating Officer of Random Education: Has a degree in Economics from York in October 2018. Previously held various executive
House Inc and President and Chief Executive University, and is a qualified UK Chartered management positions at a number of large
Officer of Bantam Doubleday Dell, North America. Accountant. multinational businesses in Hong Kong, London and
Began his career as a consultant with McKinsey. Nationality: British New York, including Verifone, IBM, Citibank and
Education: Holds a BSc from Stockholm School Chase Manhattan. Earlier in her career, was a
of Economics, an MSc from the Royal Institute of strategy consultant with Booz Allen Hamilton.
Technology in Stockholm, and gained an MBA from Nationality: American
Harvard Business School as a Fulbright Scholar.
Nationality: Swedish
Overview
Board Committee membership key
A Audit Committee
R Remuneration Committee
N Nominations Committee
Market segments
C Corporate Governance Committee
Committee Chair
Corporate Responsibility
Ferguson plc.
Post NL and Innovation Quarter.
Past appointments: Served as Senior Vice
Past appointments: Member of the Supervisory
President and Chief Financial Officer of Vulcan
Boards of TKH Group NV, Royal Imtech NV, Maersk
Materials Company from September 2018 until
BV, KPN NV, USG People NV and Eneco Holding NV,
September 2022. Served as Group Finance
and Executive Vice President and Chief Operating
Director of Ashtead Group plc from 2012 to 2018.
Officer of the Schiphol Group. Prior to joining
Chief Financial Officer of Ashtead Group’s largest
Schiphol Group, was a member of the Executive
subsidiary, Sunbelt Rentals Inc, from 2003 until
Board of Deutsche Post Euro Express and held
2012. Previously, also served as Chief Financial
various senior positions with Nedlloyd. Member
Officer of two US publicly listed companies,
of various Dutch governmental advisory boards.
Oakwood Homes Corporation and Tultex
Nationality: Dutch
Corporation.
Nationality: American
Financial review
Governance
Robert MacLeod (58) R N C Andrew Sukawaty (67) A C
Non-Executive Director; Independent Non-Executive Director; Independent
this spent five years as Group Finance Director of Independent Director of Sky plc between 2013
WS Atkins plc, having joined as Group Financial and 2018. Previously was Chair of Ziggo NV,
Controller in 2003. From 1993 to 2002, held a Xyratex Group Ltd,and Telenet Group holdings NV,
variety of senior finance and M&A roles with and deputy Chair of O2 plc. Also served as a
Enterprise Oil plc in the UK and US. Formerly Non-Executive Director of Telefonica Europe
a Non-Executive Director of Aggreko plc. (following its acquisition of O2 plc) and Powerwave
Nationality: British Technologies Inc, and additionally as Chief
Executive of Inmarsat plc, Sprint Corp and NTL
Group Ltd.
Nationality: American
100 RELX Annual Report 2022 | Governance
Joined in 1983. Appointed Joined in 2004. Appointed Joined in 2003. Appointed Joined in 2011. Appointed
to current position in 2012. to current position in 2019. to current position in 2011. to current position in 2020.
Has held a number of senior Previously President, Exhibitions Previously CEO of LexisNexis Previously Group Managing
positions across the Group over Europe, Chief Strategy Officer, US Legal Markets and Director Director, Accuity, ICIS, Cirium,
the past 30 years. Previously RELX, Chair, RELX Technology of Strategic Business Development and EG within Risk. Prior to that
Chief Operating Officer and Forum and Executive Vice Home Depot. Prior to that was was Chief Executive Officer,
then Chief Executive Officer President of Global Strategy a practising attorney at Weil, Accuity. Holds an MBA from the
of Reed Business Information. and Business Development for Gotshal and Manges in Washington Ross School of Business at the
Studied at Liverpool University LexisNexis. Prior to that worked DC and served as a consultant University of Michigan and is a
and received his MBA from with Bain & Company in New York, with The Boston Consulting Group. graduate of Yale University.
Bradford University. Los Angeles, Johannesburg Holds a Juris Doctor degree from
and Sydney. Holds an MBA from Harvard Law School and is a
Harvard Business School and graduate of Yale University.
is a graduate of the University
of California at Berkeley.
RELX Annual Report 2022 | RELX Senior Executives 101
Overview
Market segments
Corporate Responsibility
Rose Thomson Vijay Raghavan Henry Udow Jelena Sevo Youngsuk ‘YS’ Chi
Financial review
Chief Human Resources Chair, RELX Technology Chief Legal Officer Chief Strategy Officer Director of RELX
Officer Forum and Chief and Company Secretary Corporate Affairs
Technology Officer, Risk and Chair, Elsevier
Joined in 2021. Joined in 2002. Appointed Joined in 2011. Joined in 2011. Appointed Joined in 2005. Appointed
Appointed to current to current position in 2019. Appointed to current to current position in 2019. to current position in 2011.
position at that time. position at that time.
Previously Chief Human Previously Vice President Previously Chief Legal Previously Director of Tax Previously was President
Resources Officer at of Technology, LexisNexis Officer and Company Markets for LexisNexis and Chief Operating Officer
Governance
Standard Life Aberdeen. Insurance Solutions. Prior Secretary of Cadbury plc UK. Prior to that, various of Random House, founding
Before that, held various technology executive having spent 23 years senior management roles Chairman of Random
senior human resources positions at ChoicePoint, working with the company. in LexisNexis and Elsevier. House Asia and Chief
roles at Travelport Paragon Solutions, Prior to that worked at Previously a consultant at Operating Officer for
International, Barclays Primus Knowledge Shearman & Sterling Bain & Co and Booz Allen Ingram Book Group.
Bank, The Coca-Cola Solutions, and McKesson. in New York and London. Hamilton. Holds an MBA Holds an MBA from
Company, Coles Group Holds a bachelor’s Holds a Juris Doctor from Harvard Business Columbia University
and The Walt Disney degree in electrical and degree from the School, a master’s degree and is a graduate
Company. electronics engineering University of Michigan in law from Georgetown of Princeton University.
from the Birla Institute of Law School and a University and a degree
Holds an MA in business Technology and Science, bachelor’s degree from in law from the
management from Pilani, a master’s degree the University of Rochester. University of Belgrade.
Macquarie University in cybersecurity from
other information
Financial statements and
Board decision-making
RELX has a long-established, structured The Board actively takes into account the views of the Company’s
and disciplined approach to governance stakeholders when making decisions. Stakeholder engagement
remains a key area of focus for the Board. We listen to our customers,
that is fully embedded in the Company’s communities, shareholders, regulators, suppliers and employees
and the insights from this engagement help to shape our strategy
culture and values. and the decisions we take as a Board.
Introduction The Board’s significant decisions during the year, and its considerations
On behalf of the Board, I am pleased to introduce the Corporate in making them, are set out on pages 107 to 108. These pages are
Governance Review for the year ended 31 December 2022. This report incorporated into the Directors’ section 172 Statement, which is set
sets out our approach to effective corporate governance and outlines out on page 30, and therefore into the RELX Strategic report. This
the key areas of focus of the Board and its activities during the year as statement explains how the Board’s decision-making during the year
we continue to drive long-term value creation for all our stakeholders. has promoted the success of the Company having regard, amongst
other things, to those matters set out in section 172 of the Companies
This is my second year as your Chair, and I am pleased to report that, Act 2006.
following the relaxation of the social distancing measures introduced
in response to the Covid-19 pandemic, we have been able to resume Remuneration Policy
face-to face Board and Committee meetings and activities, and, in Our proposed Directors’ Remuneration Policy which is intended
April 2022, to hold our first in-person Annual General Meeting (AGM) to apply for the coming three years, will be put to shareholders for
since 2019. However, while the uncertainties of the pandemic may have approval at the 2023 AGM. The current policy and subsequent annual
receded, other global economic and political challenges have emerged. remuneration reports received strong support from shareholders
RELX has responded to these challenges effectively, driving strong and in preparing the proposed policy we engaged with shareholders
growth and financial performance to ensure the continued delivery representing approximately 60% of our share capital. The Board
of the Company’s strategy. I would like to thank my fellow Directors, believes that our remuneration structure remains appropriate, and we
the Senior Executives and all of RELX’s employees for their resilience are not, therefore, proposing any significant changes in the new policy.
and commitment during this time. Details of the proposed policy and the implementation of the current
policy during the year, can be found in the Directors’ Remuneration
Our governance framework Report on pages 121 to 142.
As a premium listed company on the London Stock Exchange, RELX
reports in accordance with the 2018 UK Corporate Governance Code Board changes and effectiveness
(the Code). Please see page 103 for further details on the Company’s Following the conclusion of the 2022 AGM, Linda Sanford retired from
compliance with the Code. The Company is committed to ensuring the Board, having served as a Director since 2012. The Board would like
that a robust corporate governance environment is in place. It has a to thank Ms Sanford for the valuable contribution she made to the work
long-established, structured and disciplined approach to governance of the Board and the Committees on which she served.
that is fully embedded in the Company’s culture and values.
The 2023 AGM will mark the retirement of Dr Wolfhart Hauser
Effective governance practices are fundamental to RELX’s culture from the Board. Dr Hauser has served as a Director since 2013, and
of acting with integrity in all that we do, and support the Company’s currently holds the roles of Senior Independent Director and Chair of
purpose to benefit society through its unique contributions, as set the Remuneration Committee. On behalf of the Board, I would like to
out on page 104. The Board believes pursuing the highest levels of thank Dr Hauser for the valued contribution he has made in both roles.
corporate responsibility and delivering excellent financial performance As previously announced, following the conclusion of the 2023 AGM,
should be pursued in tandem, and that doing so will result in long-term, Suzanne Wood, will succeed Dr Hauser as Senior Independent
sustainable shareholder value creation. It also provides confidence Director, and Robert MacLeod will take on the role of Chair of the
to our stakeholders that the governance of RELX is appropriate for its Remuneration Committee.
size and profile as a listed company, helps to manage our risks and
As Chair, I am responsible for ensuring that the effectiveness of the
opportunities, ensures that our key stakeholders are appropriately
Board, its Committees and each individual Director is evaluated
considered in the decisions that we make, and maintains our
annually. For 2022, an internal evaluation process was carried out with
corporate reputation.
the support of the Company Secretary. The outcome of the evaluation
Stakeholder engagement confirmed that the Board and Committees continue to operate
Balancing stakeholders’ needs and views is a key part of Board effectively, and that all of our Directors continue to demonstrate
decision-making. Throughout 2022, the Board remained focused on commitment to their role. For further detail on the Board evaluation
supporting our colleagues, our customers and the wider communities process this year and its outcomes, please see page 116.
in which we operate, whilst providing solutions and services that meet
the evolving needs of our customers. The Board continued to oversee
our substantial corporate responsibility programme, with specific Paul Walker
focus on RELX’s ESG activities. Please see pages 109 to 112 for our Chair
stakeholder engagement activities. 15 February 2023
RELX Annual Report 2022 103
Overview
Compliance with the UK Corporate Board leadership
Governance Code The Board is responsible for promoting the long-term,
sustainable success of the Company. Through a programme of
scheduled meetings, it oversees RELX’s financial performance
RELX PLC is subject to the principles and provisions of the and ensures its systems of risk management, internal control and
2018 UK Corporate Governance Code (the Code), a copy of corporate governance are fit for purpose and effectively underpin
Market segments
which is available on the FRC’s website, www.frc.org.uk. the delivery of its strategy.
For the year ended 31 December 2022, the Board considers RELX’s annual strategy review process comprehensively
that the Company fully applied the principles and complied assesses RELX’s strategic position and its key strategic options,
with the provisions of the Code, except for the pension considering opportunities for and risks to its future success and
alignment required under provision 38, where full compliance the long-term sustainability of our business model. At RELX,
was achieved from 1 January 2023. The value of pension there is a process in place to manage the Board’s annual agenda
benefits for current Executive Directors has decreased over to ensure that all necessary items are submitted for its
the last several years and, from 1 January 2023, are in line consideration at the appropriate time with sufficient supporting
with the level of benefit provided to the wider workforce under information, and the Board has adequate time to discuss and
the Company’s regular defined contribution plans (currently challenge strategic proposals. Board discussions are informed by
Corporate Responsibility
capped at 11% of base salary in the UK), consistent with the regular updates and presentations from senior management at
recommendations of the Investment Association. 2022 Board and Committee meetings and deep-dive sessions into
represented the final year of the phased reduction in Executive individual business areas, segments, and topics of strategic
Director pension benefits. Pension benefits received by the relevance.
Executive Directors during 2022 were in line with the terms of
The Board sets RELX’s purpose and values as set out on page 104.
the Directors’ Remuneration Policy approved by shareholders
The Board regularly reviews the Group’s Operating and
in 2020. An updated Directors’ Remuneration Policy (set out on
Governance Principles, which provide an overview of the
pages 136 to 142 (inclusive)) will be put to shareholders for
processes, policies and controls in place to manage risk and
approval at the Company’s 2023 AGM.
serves as a first point of reference for management in each
business area. The Board also approves RELX’s Code of Ethics
Our governance framework and Business Conduct (the Ethics Code) which sets out the
Financial review
standards and principles with which the organisation expects
RELX has in place a corporate governance framework of those who represent it to adhere, and provides clear direction and
leadership bodies, processes and supporting documentation guidance for building and maintaining the desired culture. The
to ensure that RELX is appropriately directed, led and controlled Ethics Code outlines confidential procedures enabling employees
at all levels. The framework brings clarity to those who work for to report any concerns about compliance, or RELX’s financial
and on behalf of RELX, in respect of what they are expected to reporting practices, and is available on our website at
deliver, through strategic and financial objectives, and by clearly www.relx.com.
setting out the values, standards and principles which form the
foundation of RELX’s business conduct. It provides the structure The Board monitors RELX’s workforce policies and practices
within which RELX can deliver its strategy and safeguard the to ensure that they are aligned with its values and continue to
long-term success of the Company for the benefit of its members support RELX’s long-term, sustainable success. Our workforce
as a whole. The governance framework enables our organisation policies and practices are explained in detail on pages 41 to 49.
Governance
to operate efficiently by providing clear guidelines for Delegated authorities and Board Committees
decision-making and a range of workforce policies and practices. The Board delegates certain responsibilities to each of its
Our governance supports our business areas as they grow and principal Committees, which provide focused oversight and
develop and provides for effective use of resources and report to the Board on material and relevant matters, as
appropriate levels of oversight and involvement from the Board appropriate. The Committees’ roles and responsibilities are set
and its Committees, and senior leadership. out in each Committee’s Terms of Reference, available on our
The framework takes into consideration the appropriate website at www.relx.com. Each Committee’s responsibilities
implementation of systems and processes which define the are summarised on page 106 and further information is in the
rights, responsibilities and accountabilities of individuals across respective Committee reports which start on pages 119, 121 and
RELX, compliance applicable statutory and regulatory 143 and provide details on the work of each Committee during
the year.
other information
Financial statements and
Strategy
Our number one strategic priority is the organic development of increasingly sophisticated information-based analytics and
decision tools that deliver enhanced value to professional and business customers. We aim to achieve leading positions in
long-term global growth markets and leverage our skills, assets and resources across RELX, both to build solutions for our
customers and to pursue cost efficiencies. We are systematically migrating all of our information solutions across RELX towards
higher value-add decision tools, adding broader data sets, embedding more sophisticated analytics and leveraging more powerful
technology, primarily through organic development. We are transforming our core business, building out new products and
expanding into higher growth adjacencies and geographies. We are supplementing this organic development with selective
acquisitions of targeted data sets and analytics, and assets in high-growth markets that support our organic growth strategies
and are natural additions to our existing business.
By focusing on evolving the fundamentals of our business we believe that, over time, we are improving our business profile and
the quality of our earnings. This strategy has led to more predictable revenues through a better asset mix and geographic balance;
improved returns by focusing on organic development with strong cash generation; and a higher growth profile as we expand in
higher growth segments, exit from structurally challenged businesses, and gradually reduce the drag from print format declines.
Values
We strive to do business with integrity. Our principle ‘Do the Right Thing’ embraces behaviours such as being honest in dealing
with others, respecting each other, and courageously speaking out for what is right; thereby guiding our commitment to achieve
business goals in an open, honest, ethical, and principled way. We ask our suppliers to meet the same standards, and provide
support for them to do so as necessary.
Culture
As an information-based analytics and decision tool provider, our corporate culture is fact-based, data-driven and analytical.
We are transparent and non-political in our decision-making. We are passionate about making a positive impact on society through
our unique contributions as a business and our employees feel a strong sense of engagement with the business and its purpose.
We focus on improving customer outcomes while emphasising corporate responsibility and acting with integrity and advancing
inclusiveness and diversity. Our culture encourages community engagement, environmental responsibility and the well-being of
our people.
RELX Annual Report 2022 | Corporate Governance Review 105
Overview
How the Board monitors culture Board presentations
The Board receives regular reports about RELX’s corporate
RELX places significant emphasis and importance on the way responsibility activities across each of our business areas, to
it does business. We are clear and unequivocal about our support its understanding of how culture is embedded across the
commitment to do so with integrity and in accordance with the organisation. Such reports include progress against our people
highest ethical standards. We take corporate responsibility objectives during the year, including areas such as well-being, pay
seriously and are committed to advancing inclusiveness and
Market segments
equity and reducing inequalities through inclusion. RELX uses a
diversity in our working practices. We do this while striving to range of methods including surveys and assessments to monitor
continually improve customer outcomes through a culture that is progress towards our corporate responsibility objectives, and to
fact-based, data-driven and analytical. RELX’s standards and understand the experiences of our workforce, customers and
values are defined on a group-wide basis, however the Board other stakeholders across our business areas. Further
acknowledges that cultural practices and preferred ways of information is available on pages 44 to 49.
working can vary across the geographies of its business.
Presentations from senior management to the Board during the
The Board helps to build the culture of the organisation from the year have provided culture-related employee data from across the
top down, by ensuring that it takes decisions that are aligned to Group’s different business areas. This contributes to the Board’s
RELX’s values. The Board regularly reviews RELX’s policies to ability to assess the Group’s culture and provides a context against
ensure RELX has the right framework in place to operate with which it has taken a number of its principal decisions during
Corporate Responsibility
integrity, and that its working practices promote a culture of the year.
strong engagement with our business and purpose, and with our
communities. The Board reviews and approves the Ethics Code, The Board’s activities and examples of key decisions taken during
which sets out RELX’s core standards and principles and provides the year are set out on pages 107 to 112.
clear guidance for building and maintaining the desired culture. Audit Committee
There are a number of ways in which the Board monitors and The Head of Internal Audit and Assurance regularly presents the
assesses culture: results of internal audits across our business areas to the Audit
Committee. These provide the Board with an insight into business
Workforce engagement and control practices across RELX’s different business areas.
The Board has appointed a Non-Executive Workforce Engagement
Director to engage directly with employee representatives from Through the activities of the Audit Committee, the Board also
across RELX and to report to the Board on the progress of RELX’s receives periodic updates from RELX’s Chief Compliance Officer
Financial review
workforce initiatives, together with the challenges, concerns and on alleged and substantiated violations of the Ethics Code, and
priorities of employees. This provides the Board with in-depth significant matters raised through reporting channels, including
insight into how culture is embedded across our different business the Integrity Line. The updates covered the volume, type and
areas and functions, and any issues that need to be addressed. circumstances surrounding substantiated violations, actions and
lessons learnt and enabled the Board to assess culture with
The views of employees are measured through an annual regard to governance and compliance.
employee engagement survey, and a broader triennial opinion
survey, designed to gauge how employees feel about the More information about the work of the Audit Committee is in its
organisation, how well they understand its direction, and their report on pages 143 to 146.
level of satisfaction and engagement with their work. An analysis
of the results of employee surveys is presented to the Board.
Governance
See page 110 for more information regarding workforce
engagement.
other information
Financial statements and
106 RELX Annual Report 2022 | Governance
The Board
Senior leadership
The Board delegates the day-to-day management of RELX to the Chief Executive Officer and a team of senior leaders, shown on
pages 100 to 101.
Overview
Board activities during the year
Purpose and strategy In addition to regular management updates, a two-day strategy meeting was held in September 2022, to
debate and approve the three-year strategic plan for the Group for 2023 to 2025. RELX’s strategic priority
The Company’s continues to be the promotion of organic growth. The Board reviewed RELX’s value creation, capital
purpose, strategy, expenditure and areas for potential acquisitions across all four business areas and robust operational
Market segments
culture and values plans for delivery across RELX’s business areas for implementation by management.
statement is on
page 104
Acquisitions form part of RELX’s strategy to support organic growth by expanding and developing its
product offering. The Board monitors capital expenditure and acquisition activities and reviews and
Read more about approves significant and key strategic transactions. Such acquisitions approved during the year included
RELX’s strategy and Interfolio, a provider of faculty information solutions for higher education which expands offerings for
business model on academic institutions, and BehavioSec, an advanced behavioural biometrics technology provider which
pages 5 to 9 enhances Risk’s device and digital identity-focused offerings.
The Board conducted reviews of RELX’s invested capital and capital structure during the year, including
financial performance, potential and completed acquisitions, net debt, returns on invested capital, credit
ratings, forecasts and financial market conditions and approved the annual budget.
Corporate Responsibility
The Board reviewed and approved the Company’s purpose, strategy, values and culture statement,
confirming that, in the context of its engagement with stakeholders and information received from
management, it continues to represent why and how RELX operates and the standards to which those
who work for and who represent RELX are held in the course of conducting our business and operations.
People, culture The RELX and Board Inclusion and Diversity policies were reviewed to ensure they remain fit for purpose
and values and continue to align with our desired culture and support our purpose and strategy. The Board received
inclusion and diversity-related data throughout the year.
Information about
Board engagement
The Board considers and approves all Board and Committee changes and has an ongoing succession
planning process for Director and senior leadership roles. For further information about succession
with our workforce
planning on page 120.
is on page 110
Financial review
Read about how we
The Board received updates on ongoing organisation and talent reviews across the business and
functional areas and monitored progress towards developing talent. Periodic updates were received
invest in and
from management to give visibility over the development of leadership capabilities across RELX and the
reward our
Board was satisfied that there are solid succession pipelines in place for management and leadership
workforce on
roles.
pages 44 to 49
Information about
The Board received presentations summarising data on our workforce, such as levels of employee
engagement, employee turnover, and demographics by location, division, gender, tenure, age, and
our I&D policies is
ethnicity (where data is available); and reviewed our policies and practices relating to recruitment, talent
on pages 44 to 49
development and remuneration, to ensure that these are consistent with our values and continue to
and 120
support our long-term sustainable success.
Environment, Social RELX’s corporate responsibility activities formed a significant part of the Board’s agenda during the year
Governance
and Governance and these are overseen by the Board on an ongoing basis. Detailed information about RELX’s corporate
(ESG) responsibility objectives and its progress towards these, together with our TCFD disclosures, are
included in the Corporate Responsibility Report within this Annual Report, as approved by the Board.
Information about
RELX’s ESG activities
The Board undertook its biennial review of the Group’s Operating and Governance Principles, which set
out the processes, policies, controls, and related assurance activities in place to manage risk and which
is available in our
apply to all RELX employees.
Corporate
Responsibility Report The Board reviewed and approved the Company’s Modern Slavery Act Statement, which describes the
on pages 28 to 80 steps taken by the Company and its subsidiaries to ensure that modern slavery and human trafficking
were not taking place in the context of RELX’s business operations and its supply chain during the
previous year. Further information about how RELX manages an ethical and socially responsible supply
other information
Financial statements and
Risk management Through the work of the Audit Committee, and regular updates received from the Head of Internal Audit
and internal control and Assurance, the Board reviewed and agreed RELX’s principal and emerging risks and mitigation
strategies. Following a robust and thorough assessment of the risks identified, together with a detailed
The Company’s review of the Group’s financial position, the Board considered RELX’s ongoing viability and approved the
principal and emerging Company’s Viability Statement, as set out in this Annual Report.
risks and mitigation
strategies are set out
The Board reviewed the systems of risk management and internal control in operation during the 2022
financial year and determined that RELX’s control systems provide reasonable assurance against
on pages 88 to 93
material inaccuracies or loss and have functioned properly throughout the year.
The Company’s
Viability Statement is
The Board and Audit Committee oversaw the merger of the Group’s Audit and Risk Management (A&RM)
and Regulatory Controls and IT Security Assurance teams to create a combined Internal Audit and
on page 94
Assurance (IAA) function. The new structure enables greater knowledge sharing across the function and
Further information promotes concise and effective reporting to the Audit Committee. Risk management work previously
about the Group’s undertaken by A&RM is now undertaken by the Group Insurance and Risk team, enabling IAA to focus on
internal controls is on third line assurance matters, in line with best practice.
pages 117, 118 and 145
In line with feedback received during the 2021 Board evaluation, the Board continued to receive regular
updates on material cybersecurity risks and the Group’s mitigation strategies and received periodic
reports from the Head of Information Security and Data Protection. These covered protection, detection,
mitigation and response capabilities, cybersecurity capital expenditure and key cybersecurity priority
areas.
Shareholder matters The Board took the decision to suspend the Company’s share buyback programme in April 2020 due to
the uncertain business environment created by the Covid-19 pandemic. Following strong EBITDA
Details of the Board’s recovery over the course of 2021, the Board considered the Company’s financial position and budget
engagement with forecasts and determined it was appropriate to resume the programme in 2022. During the year, £500m
investors during the of RELX PLC shares were repurchased by the Company to be held in treasury. In December 2022, the
year are on page 109 Board approved a further share buyback programme of up to £150m worth of ordinary shares between
3 January 2023 and 13 February 2023.
Information about the
Company’s dividend Following consideration of the growth prospects of the Company, together with relevant market factors
policy is on page 86 and the financial position of RELX, the Board declared an increased interim dividend for the year, and an
increased final dividend for 2021.
The Board considered and approved the proposed resolutions to be put to shareholders at the 2022 AGM,
which included the distribution of a final dividend for the year ended 31 December 2021 and re-approval
of the Company’s authority to purchase its own shares. Each of the proposed resolutions were
subsequently approved by shareholders at the meeting.
RELX Annual Report 2022 | Corporate Governance Review 109
Overview
Stakeholder engagement
During the year, the Board undertook a review of the Company’s key stakeholders and concluded that they remain unchanged from the
previous year. The Board received a detailed overview of stakeholder engagement channels and activities, and confirmed that it has
adequate visibility of the views of key stakeholders, which are taken into consideration in its decision-making. Further information about
the nature and outcomes of the RELX’s engagement with its stakeholders are detailed throughout this Annual Report and examples of
the Board’s engagement with key stakeholders are set out on the following pages.
Market segments
Investors
Why effective engagement Forms of stakeholder engagement, their outcomes and how this has impacted Board
is important decision-making
Engagement with our Engagement with our investors is undertaken by members of the Board and at business level by senior
investors helps them to management and our Investor Relations, Corporate Responsibility and Treasury teams. The Board is
understand our strategy, updated with feedback and commentary received from investors through business engagement,
performance and investor roadshows and meetings with institutional shareholders in respect of our recent and proposed
governance arrangements, activities. The Board receives regular reports on the Company’s share price and shareholder return
and to make informed performance and a review of analyst commentary in response to the Company’s market
Corporate Responsibility
decisions concerning the announcements and results publications.
Company. It also makes
Executive Directors and senior management gave a number of investor and analyst presentations
clear our prioritisation of the
during the year to provide further detail and context to our published results and strategy plans. In
long-term in our
2022, senior leaders led a focused seminar on the STM business, covering our product offering and
decision-making and focus
strategy for delivering growth in this area, which builds on our teach-in sessions on Risk Business
on delivery of consistent
Services and Legal Analytics from the previous year. Our investor presentations are available at
financial performance.
www.relx.com/investors.
Our investors provide us
The Company’s AGM is a valuable opportunity for the Board to interact directly with shareholders, to
with input and feedback
hear their views and answer questions about the business of the meeting. The Company’s AGM in 2022
concerning the development
was held as an in-person meeting for first time since the Covid-19 pandemic. An audiocast was made
and implementation of our
available on the day of the meeting and the Chair answered questions from shareholders.
Financial review
strategy, and we consider
their views when making Decisions and outcomes of engagement include:
investment decisions.
Our engagement processes confirmed that investors in the main continue to understand and
support our organic growth strategy. The Board considered this when approving RELX’s three-year
strategic plan for 2023 to 2025, which leaves our strategic focus, and our priorities for uses of cash
generated by RELX, broadly unchanged
Following consultation with shareholders representing approximately 60% of RELX’s issued share
capital, the Remuneration Committee oversaw development of the 2022 Directors’ Remuneration
Policy (set out on pages 136 to 142 (inclusive)), which will be put to shareholders for approval at the
Company’s AGM in 2023
Governance
RELX’s material communications to investors, including trading updates, the Annual Report and
Notice of AGM were reviewed and approved by the Board prior to release
In respect of shareholder returns, the Board considered a range of investor and analyst views,
balancing the impact of returning capital to shareholders with stakeholder interests in other key
RELX financial metrics. The Board approved the quantum of the Company’s share buyback
programme for 2022 and recommended an interim and final dividend payment during the year.
See pages 108 and 147 for further information
The views of the wider investment community were considered when approving areas of focus
for RELX’s ESG activities, which are described in detail in our Corporate Responsibility Report
on pages 28 to 80
other information
Financial statements and
110 RELX Annual Report 2022 | Governance
Employees
Why effective engagement Forms of stakeholder engagement, their outcomes and how this has impacted Board
is important decision-making
Our people’s well-being and their During the year, our Non-Executive Workforce Engagement Director, Marike van Lier Lels, met
commitment to the work they do are with European, US and Asia-Pacific workforce representatives to learn about the experiences of
essential to our future growth and employees while working at RELX. Ms van Lier Lels reported to the Board on the matters
our aim to successfully build discussed, which included views on opportunities for personal and career development at
long-term leading positions in RELX, flexible working arrangements, responses to inclusion and diversity (I&D) initiatives, and
global growth markets. the ongoing support and communication from senior leaders and management.
RELX actively seeks feedback from Employee engagement routinely takes place at business level and matters of concern are
employees to understand their key cascaded up through RELX’s management framework. The Board received regular reports
challenges and concerns and where from management containing a range of employee data, including employee turnover and
we can work to address these. demographic analysis, employee engagement survey results, compliance with RELX policies,
Hearing their views on what we do and concerns raised through Ethics Code reporting channels, including the Integrity Line. The
well, and what we can do better, is Board takes the time to review employee engagement and workforce data and takes this into
an important driver for consideration during wider discussions.
improvement and enables us to take
The Company has a dedicated intranet for employees which is kept updated with news and
action to retain our best talent.
updates from across RELX and key messages from senior leadership.
Effective engagement helps to
Decisions and outcomes of engagement include:
mitigate the risk of not being able to
recruit, motivate and retain skilled Feedback from employee panels on recent initiatives in the US aimed at recruiting and
employees and management, which developing diverse talent, indicated that these had been well received, and the Board
is recognised as a principal risk that supported initiatives to further promote recruitment and talent development programmes
could impact RELX (detailed on with specific focus on diversity. Further information is available on pages 44 to 49
page 92).
Results of employee consultations showed a favourable response to flexible hybrid working
arrangements and the Board supported senior management’s approach to continue to
actively consult with employees to find optimal, balanced and effective ways of working
The Board approved the introduction of the RELX PLC Employee Share Purchase Plan in the
US to enable a greater proportion of RELX employees the opportunity to purchase ADRs at a
discounted price. The plan, together with the existing Company share schemes which have
been refreshed and approved for renewal by the Board, will be put to shareholders for
approval at the Company’s AGM in 2023
The Board was updated on the positive impact of mentoring programmes which support
our I&D and talent development initiatives. For example, the RELX Women in Technology
Mentoring Programme was one of the main drivers of a 33% increase in the rate of promotion
of female technologists within RELX and the Board endorsed the Company’s introduction of a
new Women in Product mentoring programme
The Board received a presentation from the Head of Corporate Communications on focus
areas for 2022, to determine how to effectively deliver key information about the business to
the wider workforce
The welfare and security of our people remains a priority. The Board receives updates on the
support provided to colleagues affected by the conflict in Ukraine, the winding down of our
operations in Russia, and our ongoing compliance with the relevant sanctions imposed by the
international community
RELX Annual Report 2022 | Corporate Governance Review 111
Overview
Customers
Why effective engagement Forms of stakeholder engagement, their outcomes and how this has impacted Board
is important decision-making
Our goal is to help customers Our engagement with customers takes place at an operational level across our business areas,
make better decisions, get through our dedicated sales and operations teams and through customer training and workshops.
Market segments
better results and be more Material customer issues are cascaded up to the appropriate senior management. The Board
productive. We do this by received presentations during the year from customer-facing employees which detailed the nature
leveraging a deep of our customer engagement and the actions taken by the business areas as a result. In 2022, the
understanding of their needs Board received analysis of customers by sector and geography and data concerning the resilience of
and views to create innovative the markets in which we operate. The Board reviewed customer survey data, Net Promoter Scores,
solutions. and customer usage volumes across our business areas.
Collaborating closely with our Decisions and outcomes of engagement include:
customers is crucial for us to
understand where and how we
Feedback from our customers informed the Board and management’s assessment of the areas
in which RELX should build out new products and services, the speed at which this should be
can improve the quality of our
undertaken, and where it should look to expand into higher growth adjacencies and geographies
services and products, and
over varying time horizons
Corporate Responsibility
enables us to make targeted
investment decisions, such as to The Board continued to monitor current and anticipated future customer demand and market
develop new or emerging activity together with customer feedback, to understand how our product offerings address
technologies or complement customer requirements. This information informed the areas of focus for product development
our existing capabilities and acquisitions and the level of investment required. The Board approved several significant
through acquisition activity. acquisitions during the year that complement RELX’s existing product range and enhance value
for our customers. More information about acquisitions during the year can be found on pages
10 to 27
Suppliers
Why effective engagement Forms of stakeholder engagement, their outcomes and how this has impacted Board
Financial review
is important decision-making
RELX has a diverse supply chain Engagement with our content suppliers, which include the companies we licence content or data
with suppliers located in over from, as well as authors, editors, content reviewers and product designers, takes place principally
150 countries across multiple through ongoing dialogue with the relevant business area to which the content is provided. Content
categories, which RELX supplier feedback is collected through direct relationships and regular business reviews, and
categorises as content presented to the Board through updates from our business area leaders.
suppliers and non-content
Our non-content suppliers represent more typical vendor-type relationships, such as IT software
suppliers.
and cloud service providers, or third parties to whom we have outsourced support function
Collaboration and two-way activities. Engagement takes place at various levels throughout RELX. Feedback is reported to the
dialogue with our suppliers Board by business area leaders and the Global Head of Purchasing and Property.
helps ensure that we are able to
Governance
Decisions and outcomes of engagement include:
maintain and improve the
quality of products and services Feedback from content suppliers, including Net Promoter Scores and the outcomes of business
we provide to our customers. reviews, were considered by the Board and contributed to its consideration of the Group’s
Effective engagement three-year strategy plan for 2023 to 2025, and its assessment of mitigations in place for our
underpins our ability to principal risks of customer acceptance of products and supply chain dependencies
maintain an ethical supply
chain, giving us visibility of our
Our Supplier Code of Conduct has been translated into 16 languages for use across the Group.
As a result of continuing engagement, 99% of our core suppliers are now signatories to our code
suppliers’ commitment to good
practices. The Board received reports on the outcomes of engagement with suppliers to inform its
discussions relating to supply chain risks and the assessment of the processes in place to
mitigate these. The Board continues to support our Socially Responsible Supplier (SRS)
other information
Financial statements and
programme. More details on the programme are on pages 59 to 62. The Board also reviewed and
approved our Modern Slavery Act Statement, available from www.relx.com, which sets out
the steps taken by the Company and its subsidiaries to prevent modern slavery and human
trafficking in its business and supply chain
112 RELX Annual Report 2022 | Governance
Community
Why effective engagement Forms of stakeholder engagement, their outcomes and how this has impacted Board
is important decision-making
Our focus on community includes We engage with our community stakeholders through our unique contributions to society (see
those where we, our customers and pages 35 to 39), and through our comprehensive global community programme, RELX Cares.
suppliers work around the world, as The RELX Cares mission is the education of disadvantaged young people. Further information
well as the communities we serve, about our RELX Cares projects and its contributions to the communities in which we operate is
including in science, academia, risk, on pages 55 to 58.
law and many other fields.
In accordance with the Business for Societal Impact model, we monitor the short- and
We prioritise positive dialogue with long-term benefits of our community engagement. We survey RELX Cares volunteers to
our community stakeholders as we understand the impact of the programme on their personal development and how it affects
believe they, collectively, provide the way they feel about working at RELX. The Board received comprehensive updates on
our ‘licence to operate’. Our efforts community engagement during the year, including key metrics, objectives and outcomes. Board
are informed by our commitment to feedback and support for community engagement shapes the direction of the programmes and
the United Nations Global Compact future plans.
and its ten principles, focused on
Relevant ESG considerations are incorporated into business review and strategy papers
human rights, labour, the
reviewed by the Board.
environment and anti-corruption –
all issues with wide societal impact. Decisions and outcomes of engagement include:
The Board continues to endorse RELX’s volunteering policy through which RELX employees
receive two days paid leave each year to undertake community volunteering work
The Board considered RELX’s environmental performance and supported new and ongoing
initiatives for minimising our environmental impact, including endorsing our commitment to
our reaching net zero by 2040. More information is in our Corporate Responsibility Report on
pages 63 to 72
The Board supports the businesses utilising their unique product offerings to support
causes in their communities. For example, during the year, STM provided researchers,
healthcare professionals and students in Ukraine free access to ScienceDirect, ClinicalKey,
Complete Anatomy and Osmosis products to help them continue their vital work during this
challenging time. More information is in our Corporate Responsibility Report on pages 28
to 80
RELX Annual Report 2022 | Corporate Governance Review 113
Overview
Division of responsibilities
Chair and Chief Executive Officer
There is a clear separation of the roles of the Chair, who leads the Board, and the Chief Executive Officer, who is responsible for
the day-to-day management of the Group. The table below summarises the key responsibilities of each of the director roles on the Board.
Market segments
Key roles of the Directors
Chair Chief Financial Officer
Provides leadership of the Board, and is responsible Day-to-day management of the Group’s financial affairs
for its overall effectiveness in directing the Company
Responsible for the Group’s financial planning, reporting
Ensures that all Directors are sufficiently apprised of and analysis
matters to make informed judgements, through the
provision of accurate, timely and clear information
Ensures that a robust system of internal control and risk
management is in place
Promotes high standards of corporate governance, Maintains high-quality reporting of financial and
demonstrates objective judgement and promotes a
Corporate Responsibility
environmental performance internally and externally
Board culture of openness and debate
Supports the Chief Executive Officer in developing
Sets the agenda and chairs meetings of the Board and implementing strategy
Chairs the Nominations and Corporate Governance Senior Independent Director
Committees
Leads the Board’s annual assessment of the performance
Facilitates constructive Board relations and the of the Chair
effective contribution of all of the Directors
Available to meet with shareholders on matters where
Ensures effective dialogue with shareholders usual channels are deemed inappropriate
Ensures the performance of the Board, its Committees Deputises for the Chair, as necessary
and individual Directors is assessed annually
Serves as a sounding board for the Chair and acts as an
Financial review
Ensures effective induction and development of Directors intermediary between the other Directors, when necessary
Chief Executive Officer Non-Executive Directors
Day-to-day management of the Group, within the delegated Bring an external perspective, and constructively
authority limits set by the Board challenge and provide advice to the Executive Directors
Develops the Group’s strategy for consideration and Effectively contribute to the development of strategy
approval by the Board
Scrutinise the performance of management in
Ensures that the decisions of the Board are implemented meeting agreed goals and monitor the delivery of
the Group’s strategy
Informs and advises the Chair and Nominations Committee
on executive succession planning Serve as members of Board Committees and chair
Governance
the Audit and Remuneration Committees
Leads communication with shareholders
Promotes and conducts the affairs of the Company
with the highest standards of integrity, probity and
corporate governance
other information
Financial statements and
114 RELX Annual Report 2022 | Governance
Committee Corporate
Director appointments Board (1) Audit Remuneration Nominations Governance
(1) In addition to the seven scheduled meetings, serving Directors also attended two full-day strategy and business review meetings.
(2) Linda Sandford retired from the Board and stepped down from the Remuneration and Corporate Governance Committees with effect from the conclusion of the Company’s
AGM 21 April 2022.
(3) June Felix joined the Remuneration Committee with effect from 21 April 2022. Ms Felix was unable to attend the July Audit Committee meeting.
Overview
Composition, succession and evaluation Board changes during 2022
Linda Sandford stepped down from the Board from the conclusion
Board composition of the Company’s AGM on 21 April 2022, having served as a
As at the date of this Annual Report, the Board comprised the Director since 2012. Board composition throughout 2022 is set out
Chair, two Executive Directors and seven Non-Executive in the table on page 114.
Directors, who bring a wide range of skills, experience, industry
expertise and professional knowledge to their roles. An overview Board appointment procedure
Market segments
of the gender balance, length of tenure and nationalities on the The Company has in place a rigorous procedure for the
Board is provided below. appointment of new Directors to the Board. This involves the
preparation of a search specification by the Nominations
Board skills and expertise Committee and the engagement of an external search firm to
The Board collectively has a diverse range of skills and business identify and propose candidates based on that specification.
experience, which includes the following: Potential candidates are interviewed by a number of Board
Corporate strategy and governance members, including the Chair and the Chief Executive Officer,
together with the Chief Legal Officer and Company Secretary.
Expertise in the finance and technology sectors The candidates are considered in detail by the Nominations
Operational experience in RELX’s product markets Committee, and a recommendation is made to the Board
regarding any Director appointment. The Board then has a further
Executive board and leadership experience in large
Corporate Responsibility
opportunity to discuss, and if deemed fit, approve the appointment.
international listed groups
The Board acknowledges the benefits of diversity on the
Audit, risk and regulatory expertise effectiveness of Board discussions and quality of Board
Workforce relations management and engagement decision-making, through the incorporation of different
perspectives and ideas. In line with our Board Inclusion and
Executive remuneration Diversity Policy, diversity is taken into consideration when
For further information on the skills of each individual Director, evaluating the skills, knowledge and experience desirable to fill
please see pages 9 to 11 of the Notice of Meeting for our 2023 AGM. each Board vacancy.
Financial review
Board composition as at 31 December 2022
Executive: 2
Female: 4
Governance
Chair: 1
Male: 6
Non-Executive: 7
Swedish: 1
0–3 years: 2
British: 3
6–9 years: 2
German: 1
The Board may appoint Directors (subject to a maximum upper The Directors are provided with papers ahead of all scheduled
limit) to fill a vacancy at any time, although any Director so Board and Committee meetings, containing relevant information
appointed shall only hold office until the following AGM of the from management, and supporting information from external
Company, at which his or her election shall be voted upon by agencies and experts, as appropriate.
shareholders. Directors are then required to seek re-election by
Board evaluation
shareholders at each subsequent AGM of the Company. The
The Directors consider the evaluation of the Board, its
Notice of Meeting for the 2023 AGM provides information about the
Committees and members to be an important aspect of corporate
Directors standing for election or re-election, including their
governance. The Board undertakes an annual evaluation of its
skills and contributions to the Company’s long-term success, as
own effectiveness and performance, and that of its Committees
required by the Code.
and individual Directors.
As a general rule, letters of appointment for Non-Executive
Actions from the 2021 Board evaluation
Directors provide that, subject to annual re-election by
The 2021 Board evaluation process concluded that the Board and
shareholders, individuals will serve for an initial period of three
its Committees were operating effectively and did not highlight
years, and are typically expected to be available to serve for a
any significant areas for improvement. The Board agreed that they
second three-year period. If invited to do so, they may also serve
would continue to focus on succession planning at senior
for a third three-year period. The notice period applicable to the
management level, and that material cybersecurity risks faced by
Non-Executive Directors is one month.
the Group would continue to form part of the Board’s annual
Board induction and development agenda. The Board confirms that these actions have been
Following appointment, and as required, all Directors receive a appropriately addressed through the Board’s annual programme,
full, formal induction tailored to individual requirements based on with presentations and deep dives provided from senior
existing knowledge and experience. The Chair and Company leadership throughout the year.
Secretary are responsible for ensuring an effective induction
Further information about Board activities is on pages 107 and
programme for all new Directors.
108.
For Directors to effectively discharge their responsibilities, it is
2022 Board evaluation
important that they regularly refresh and update their skills and
In 2022, the Board evaluation process was conducted internally,
knowledge. The Board’s annual programme is designed with this
supported by the Company Secretary. Questionnaires were
in mind, and includes deep dive reviews into different business
completed by all Directors to provide feedback and commentary
areas each year. During 2022, the Directors took part in a deep
on the following areas:
dive into the Risk and STM business areas, covering financial and
operational performance by segment, product development and Board composition and effectiveness
strategic plans. During the year, the Board also reviewed legal
matters, HR strategy and cybersecurity risks and mitigation,
Quality of information provided by management
among others. Boardroom culture and dynamics
During the year, the Audit Committee undertook a deep dive into Effectiveness of the Board’s oversight of strategy
capital investment in Legal. The session was led by the Chief development, setting and monitoring the RELX’s culture and
Financial Officer of Legal and covered infrastructure/cloud values, financial performance, market developments,
migration and product development. stakeholder relations (including the Board’s understanding
and visibility of the views of RELX’s stakeholders and how
Board information and support
these inform its decision-making process), talent and
Each of the Directors has access to the services of the Company
succession, inclusion and diversity, risk and governance
Secretary, who is responsible for the accurate and timely flow of
information to the Board. The Company Secretary advises the The structure, leadership and overall effectiveness of each of
Board on all corporate governance matters, and ensures that all the Board’s Committees
Board procedures are followed correctly. The Directors also have
The Chair conducted individual performance reviews with each
access to other members of RELX’s management, staff and
Non-Executive Director and the Senior Independent Director led
external advisers. They may take independent professional advice
the appraisal of the Chair’s performance by the other Directors.
in the furtherance of their duties to the Company, at the
Company’s expense. Individual Director performance
Individual Director performance and contributions were assessed
Each of the Directors is expected to attend all meetings of the
through one-to-one meetings with the Chair. The evaluation
Board and Committees of which they are a member. However,
facilitated reflection on personal development and discussion and
where a Director is unable to attend a Board or Committee
feedback on Board matters. The evaluation found that each
meeting, they are provided with the papers relating to that
Director continues to contribute positively and effectively to Board
meeting and are able to discuss matters arising with the
and Committee discussions, providing external insights and
respective Chair and with other Board and Committee members.
constructive challenge to management on matters of strategy and
They are also provided with a copy of the minutes after each
governance.
meeting.
RELX Annual Report 2022 | Corporate Governance Review 117
Overview
Through the evaluation process it was also confirmed that each Risk management and control procedures are embedded into the
Non-Executive Director (with the exception of the Chair) remains operations of the business and include the monitoring of progress
independent. Each Director was also found to continue to have in areas for improvement that come to management and Board
sufficient time to devote to their role. attention.
Chair’s assessment To provide reasonable assurance against material inaccuracies or
The performance of the Chair was evaluated by the Senior loss, and of the effectiveness of the systems of internal control and
Market segments
Independent Director, with feedback provided by each of the risk management, RELX has adopted the three lines of defence
Directors. Directors felt the transition to a new Chair had been assurance model as set out below.
well handled. They reported that he provided strong leadership to
the Board during the course of the year, facilitates effective
1st line of defence
contributions from Non-Executive Directors and open and RELX businesses maintain systems of internal
constructive communication between Board members. He had control which are appropriate to the nature and
Corporate Responsibility
2nd line of defence
among the Directors with the way in which the Board and its
Central functions that are responsible for
Committees operate. Strategy discussions were found to be
1) designing policies, 2) introducing and sharing best
effective in developing a deeper understanding of the Group’s practice, 3) monitoring and evaluating compliance
strategic, financial and business objectives among Board with RELX policies and relevant legislation and
members. The Directors thought that the Board’s composition, regulation and appropriate remediation
including its diversity and collective skills, and the group’s
dynamics and culture of openness and debate, all contributed to
highly effective meetings, which were found to be well governed. 3rd line of defence
Board papers were thought to be appropriate and timely, and Internal audit provides independent assurance on
Board agendas effectively covered critical issues. the effectiveness of the 1st and 2nd lines of defence
Financial review
The outcome of the Board assessment exercise confirmed that the
Board and its Committees continue to function effectively and
collaboratively with an appropriate level of engagement with The Board and Audit Committee
management. The importance of a continued focus on the
competitor landscape and on the key risks facing the Group, Note: In addition to RELX’s internal controls, RELX is also audited externally.
including cyber and data security, was recognised. Maintaining The report of the external auditor has been included from pages 154 to 161.
effective levels of engagement with RELX’s key stakeholders and
The risks facing RELX are regularly reported to and assessed by
continuing to promote constructive relationships between the
the Audit Committee and the Board, as appropriate. RELX
Non-Executive Directors and management should remain
operates authorisation and approval processes throughout its
priorities for the Board. While there were no specific areas
operations. Access controls exist where processes have been
identified where significant improvement is required, continued
automated to ensure the security of data. Management
focus on key issues with open and transparent dialogue are
Governance
information systems have been developed to identify risks and to
recognised as key drivers of the Board’s effectiveness.
enable assessment of the effectiveness of the systems of internal
control. With the close involvement of operating management and
Audit, risk and internal control central functions, the risk management and control procedures
aim to ensure that RELX is managing its business risks effectively
Internal control and risk management and in a coordinated manner across the business areas with
The Board has overall responsibility for overseeing RELX’s clarity on the respective responsibilities and interdependencies.
systems of risk management and internal control and monitoring Litigation, and other legal and regulatory matters, are managed by
the processes for identifying, assessing and managing the legal directors in the business areas.
principal and emerging risks faced by the Company. These
systems are designed to manage and mitigate, rather than totally The Audit Committee has responsibility for monitoring the Group’s
eliminate, risks to the business. Accordingly, they can provide risk management and internal control procedures and reports to
other information
Financial statements and
reasonable, but not absolute, assurance against material the Board as appropriate. The Audit Committee received periodic
misstatement or loss. These processes were in place throughout updates from RELX’s Chief Compliance Officer on alleged and
the year ended 31 December 2022, and up to the date of approval of substantiated violations of the Ethics Code, and related training,
the 2022 Annual Report. Further details of RELX’s risk monitoring and communications programmes. Such updates
management systems and the principal and emerging risks facing covered the volume, type and circumstances surrounding
the Company, together with our mitigation strategies are set out substantiated violations, subsequent actions and lessons learnt.
on pages 88 to 93 of this Report. Further information about the work of the Audit Committee is set
out in the Audit Committee report on pages 143 to 146.
118 RELX Annual Report 2022 | Governance
evaluated the effectiveness of RELX’s disclosure controls and Section 404 of the US Sarbanes-Oxley Act 2002 requires the
procedures Chief Executive Officer and Chief Financial Officer of the Company
to certify in the 2022 Annual Report on Form 20-F that they are
based on their evaluation, disclosed to the Audit Committee responsible for maintaining adequate internal control structures
and the external auditors, all significant deficiencies in the and procedures for financial reporting and to conduct an
design or operation of disclosure controls and procedures and assessment of their effectiveness. The conclusions of the
any frauds, whether or not material, that involve management assessment of internal control structures and financial reporting
or other employees who have a significant role in RELX’s procedures, which are unqualified, are presented in the 2022
internal controls Annual Report on Form 20-F.
RELX Annual Report 2022 119
Overview
This report has been prepared by the Nominations Committee Activities of the Committee during the year
and has been approved by the Board. The Committee met five times in 2022.
The activities of the Committee during the year included:
Membership Considering and recommending the re-appointment of
The Nominations Committee comprises only Non-Executive Charlotte Hogg, Robert MacLeod and Andrew Sukawaty at
Market segments
Directors, the majority of whom are deemed to be the conclusion of their respective specified terms of office
independent, in accordance with the requirements of the UK
Reviewing Board and Committee size, composition and balance
Corporate Governance Code (the exception being the Chair,
following the retirement of Linda Sanford as a Non-Executive
who was independent upon his appointment to the Board).
Director at the conclusion of the Company’s 2022 AGM, and
The Directors who served on the Committee during the recommending a successor for Linda Sandford’s role on the
year were: Remuneration Committee
Paul Walker (Chair of the Committee) Succession planning for the roles of Senior Independent
Director and Remuneration Committee Chair in anticipation
Wolfhart Hauser of Dr Wolfhart Hauser’s retirement from the Board at the
Robert MacLeod conclusion of the Company’s AGM in 2023
Ongoing succession planning for Board and senior
Corporate Responsibility
Marike van Lier Lels
management roles
Role of the Nominations Committee Monitoring Directors’ actual and potential conflicts of interest
The role and responsibilities of the Nominations Committee Recommending to the Board the suitability of Directors’
are set out in written Terms of Reference which are available external director appointments
on the Company’s website at www.relx.com. Reviewing the Committee’s Terms of Reference and
The principal role of the Committee is to provide assistance determined that these continue to be fit for purpose and
to the Board by identifying individuals qualified to become effective
Directors and recommending to the Board the appointment Recommending to the Board the inclusion of this Committee
of such individuals. Its key responsibilities include:
Financial review
Report in the 2022 Annual Report and Financial Statements
Reviewing the size and composition of the Board ensuring Board and Committee composition
that it maintains an appropriate balance of skills, The Nominations Committee is responsible for keeping under
experience, knowledge and diversity review the structure, size and composition of the Board and its
Reviewing the external commitments of each Director to Committees and making recommendations to the Board for
ensure that he/she has sufficient time to devote to their any changes that may be deemed necessary or beneficial. The
role at RELX Committee aims to ensure that the Board and its Committees
have an appropriate balance of skills, knowledge and experience
Ensuring plans are in place for orderly Board and senior to effectively lead the Group both now, and in the future,
management succession and to oversee a diverse pipeline with due regard to the Board’s Inclusion and Diversity Policy.
for such succession This is achieved through effective succession planning and
Governance
Overseeing recruitment of new Directors and talent development, and an understanding of the changing
recommending candidates to the Board competencies required to support the Company’s strategy,
purpose, culture and values.
Reviewing Committee membership and succession
planning Linda Sandford retired from the Board with effect from the
conclusion of the Company’s 2022 AGM, at which time she also
To make recommendations to the Board in relation to stepped down from her role on the Remuneration Committee. The
the re-appointment of any Non-Executive Director at Nominations Committee reviewed the size and composition of the
the conclusion of his/her specified term of office and Remuneration Committee in light of Linda Sandford’s departure
the election or re-election of Directors following a and considered which of the Non-Executive Directors was best
review of the performance of individual Directors from placed to join the Remuneration Committee. It determined that
the Board evaluation process June Felix has a broad range of appropriate skills and experience
other information
Financial statements and
Reviewing the Board and Group Inclusion and Diversity to enhance Remuneration Committee discussions and would
policies, to ensure they continue to be effective and fit have sufficient capacity to undertake an additional Committee
for purpose membership. The Committee recommended to the Board that
June Felix be appointed to replace Linda Sandford.
Making recommendations to the Board about the
authorisation of Directors’ conflicts of interest, including As at 31 December 2022, the Board comprised 40% women and,
any terms to be imposed in relation to a Director’s conflict in line with the recommendations of the Parker Review, has at
of interest least one Board member from a minority ethnic background.
Further details about Board composition are set out on page 115.
120 RELX Annual Report 2022 | Governance
Overview
The Directors’ Remuneration Report has been prepared by the Remuneration Committee (the Committee) in accordance with the
UK Corporate Governance Code, the UK Listing Rules and Schedule 8 of the Large and Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008, as amended (the UK Regulations). The Report was approved by the Board.
The current remuneration policy was approved by shareholders at the 2020 Annual General Meeting (AGM) for three years and can be
found on pages 90 to 96 of the 2019 Annual Report and Financial Statements available on relx.com. An updated remuneration policy is
Market segments
therefore being proposed to shareholders for approval (by way of a binding vote) at the 2023 AGM, with the first awards under the new
policy to be granted in the first quarter of 2024. The updated remuneration policy, which would apply for three years, is set out on
pages 136 to 142.
The implementation of the current policy during 2022 is detailed in the Annual Remuneration Report on pages 122 to 135. Shareholders
will be invited to vote (by way of an advisory vote) on the 2022 Annual Remuneration Report at the 2023 AGM.
Corporate Responsibility
trends in FTSE 30 and considered the fact that, as a global data analytics and technology-driven business with over half of its revenue
derived from the US market, the Group primarily competes for talent with global information and technology companies.
The current Policy was approved by shareholders with 93.42% voting in favour and remuneration reports over the past three years have
received over 90% support.
In 2017, the Company simplified the incentive structure by reducing the number of plans to one Annual Incentive Plan (AIP) (with a share
deferral element added) and one Long Term Incentive Plan (LTIP).
Further significant changes were made in 2020, where we:
aligned the value of pension benefits for newly appointed Executive Directors with the value of those benefits provided to the broader
workforce and committed to a pathway for achieving the same alignment for current Executive Directors by 31 December 2022;
Financial review
reduced the AIP payout at target performance to 135% of base salary;
increased the proportion of the AIP payment deferred into shares to 50% of the AIP earned;
increased the minimum weighting of financial measures in the AIP to 85% with any non-financial measures focused on sustainability;
increased the CEO’s shareholding requirement to 450% of base salary; and
amended the shareholding requirements to make executive directors subject to their full shareholding requirement for two years
after leaving the Company.
In 2022, the Committee undertook a review of workforce remuneration and related policies and the alignment of incentives and rewards
with culture. Further detail is set out on page 122. The Committee took this into account when considering the proposed new
remuneration policy for Executive Directors.
Governance
The Committee was also mindful to ensure that the remuneration policy is transparent, easy to understand, and provides an appropriate
link to long-term performance.
Our long-term strategic priority is unchanged: the organic development of increasingly sophisticated information-based analytics
and decision tools that deliver enhanced value to our customers, supplemented by targeted acquisitions. The Committee believes that
the current remuneration structure effectively supports the strategy. Performance measures in the incentive plans align with the
strategy and the financial key performance indicators on page 6 of the Annual Report, by focusing on sustained earnings growth, return
on invested capital and shareholder returns in the LTIP. The AIP is based on revenue, profit, cash flow and sustainability metrics and
focuses on annual objectives and milestones and creates a platform for sustainable future performance.
The Committee considers that the current remuneration structure provides clear line of sight and understandable outcomes. It is
designed to promote long-term success and the pay mix is therefore focused on long-term variable pay. AIP deferral, LTIP holding
period post vesting, shareholding requirement (including post leaving) and malus and clawback provisions all provide further alignment
other information
Financial statements and
Overview
Implementation of the Remuneration Policy in 2023
The Committee has approved 2023 salary increases for the Executive Directors of 2.5%.
As outlined in previous reports, from 1 January 2023, the CEO and CFO receive cash in lieu of pension of 11% of their salary, in line with
the regular defined contribution plans (currently capped at 11% in the UK).
Targets for the 2023 AIP and the 2021-2023 LTIP are no longer split between RELX excluding RX and RX.
Market segments
Further details regarding the implementation of the policy in 2023 can be found on page 134.
This will be my last Directors’ Remuneration Report as I will be stepping down from the Board after the AGM. Robert MacLeod will take
over the role of Remuneration Committee Chair, having served on the Committee for six years. It has been a pleasure to work with my
fellow Committee members, both past and present, over the past 10 years. I would also like to thank shareholders for their feedback and
engagement on remuneration whilst I have been Chair.
Wolfhart Hauser
Chair, Remuneration Committee
Corporate Responsibility
Financial review
Governance
other information
Financial statements and
124 RELX Annual Report 2022 | Governance
Overview
2022 Annual Incentive
As noted in last year’s report, the Committee had determined to continue to separate the targets of RELX excluding RX from those of RX
in the AIP, assigning a weight of 90% for RELX excluding RX and 10% for RX. Given RX’s faster than anticipated recovery during 2022,
the split of the AIP resulted in a lower AIP payout than would have been the case had the targets not been split.
The Committee had also determined to set a cap on the payout of 90% of maximum in case RX’s adjusted operating profit in 2022 did
Market segments
not exceed 2021. And as always, the Committee retained the right to consider if the resulting payouts are fair and appropriate in the
circumstances at that time and, if not, potentially exercise its discretion to adjust the payouts.
Set out below is a summary of performance against each financial and non-financial measure and the resulting payout for 2022:
Corporate Responsibility
Adjusted net profit after tax
RELX excl RX 27.0% 1,748 1,860 1,953 1,836 98.7% 80.5% 53.7%
RX 3.0% 44 93 143 125 134.6% 132.6% 88.4%
Adj net profit after tax – Total 30.0% 85.7% 57.1%
Cash flow
RELX excl RX 27.0% 2,197 2,337 2,454 2,517 107.7% 150.0% 100.0%
RX 3.0% 146 178 211 192 107.7% 119.3% 79.5%
Cash flow – Total 30.0% 146.9% 98.0%
Financial review
A detailed description of the non-financial measures
and achievement against those is set out on the
Non-financial measures 10% next page. 97.5% 65.0%
Total 100% 112.7% 76.1%
(1) Targets are set on an underlying basis for revenue and on a constant currency basis for adjusted net profit, and reflect targeted growth, with cash flow based on the targeted
cash conversion. Target amounts presented in sterling reflect actual movements in exchange rates relative to their equivalent constant currency amounts.
(2) The maximum for each measure is 150% of on target. The overall maximum is 200% of salary.
As highlighted earlier, underlying revenue growth was 9%. Underlying adjusted operating profit grew by 15% and at constant currencies, adjusted EPS grew by 10%.
Some figures add up to different amounts than the totals due to rounding.
50% of the AIP will be paid in cash in Q1 2023 and the remainder is paid in Deferred Shares which will be released in Q1 2026. The release
Governance
of Deferred Shares is not subject to any further performance conditions but is subject to malus and clawback.
other information
Financial statements and
126 RELX Annual Report 2022 | Governance
Non-financial measures
As mentioned earlier, we have set corporate responsibility objectives which reflect our focus on our unique contributions to society,
as well as ESG issues more broadly. We align all our objectives to the United Nations Sustainable Development Goals (SDGs) to do our
part to advance this ambitious global agenda by 2030. Among the ways we have progressed our unique contributions is by increasing
the amount of content on the free RELX SDG Resource Centre with special issues coinciding with the UN calendar including World
Environment Day, International Women’s Day, and World Health Day. Ahead of COP27 in November, we released a climate change
special issue, which included a curated list of 110 Elsevier journal articles and book chapters to inspire positive environmental action
and further climate research. The number of SDG Resource Centre unique users has increased by 16% to over 155,000.
Our environmental targets align with our 2025 targets. Whilst carbon reduction and paper usage and waste targets were significantly
exceeded, the Committee applied its judgment to limit the payout to 90% of target given that performance was partially supported by
office closures. More information can be found on pages 28 to 72.
Non-financial measures represent 10% of the AIP. Of this component, achievements and payouts were as follows:
Relative Payout % Payout %
Non-financial measures weighting Target Achievement of target of max
Carbon reduction 25% Reduce Scope 1 (direct) and Scope 2 Carbon emissions reduced by 60%. 90% 60%
(location-based) carbon emissions Energy and fuel consumption
by 36% against a 2015 baseline. reduced by 46%.
Reduce energy and fuel Purchased renewable electricity
consumption by 25% against a equivalent to 100% of RELX’s
2015 baseline. global electricity consumption.
Purchase renewable electricity
equivalent to 100% of RELX’s
global electricity consumption
Paper usage and 25% Decrease total waste sent to landfill Total waste sent to landfill reduced 90% 60%
waste from reporting locations by 34% by 94%.
against a 2015 baseline. 99% of RELX production papers
98% of RELX production papers, graded in PREPS, rated as ‘known and
graded in PREPS, to be rated as responsible sources’ or certified FSC
‘known and responsible sources’ or PEFC.
or certified FSC or PEFC.
Socially responsible 25% Increase the number of suppliers Suppliers Code signatories increased 110% 73.3%
suppliers as Code signatories to 3,800. to 4,467.
Increase number of independent 119 audits of suppliers completed.
external audits of suppliers to 115.
Universal access to 25% Increase content on the free RELX SDG Content on the free RELX SDG 100% 66.7%
information Resource Centre by 500 new content Resource Centres increased by 650.
items. Three new strategic partners: World
Add three strategic partners to the Bank, UN University, World
RELX SDG Centre. Humanitarian Forum
Total 100% 97.5% 65%
RELX Annual Report 2022 | Directors’ Remuneration Report 127
Overview
2020–2022 LTIP
Set out below is a summary of performance against each measure of the LTIP cycle 1 January 2020–31 December 2022.
As highlighted earlier, the targets remained unchanged from when these were set at the beginning of 2020. The Committee determined
to measure the performance with respect to EPS and ROIC separately for RELX excluding RX and RX, on a 90%/10% basis and to cap
the overall payout at 90% of the maximum. As noted in the Chair letter, the three main business areas continued to perform strongly and
Market segments
RX continued its strong recovery. Significant value was generated for shareholders through share price appreciation and dividends over
the performance period. RELX outperformed the UK and European peer groups over the period. The payout is 69.7% of maximum.
Corporate Responsibility
8% p.a. 75%
9% p.a. 85%
10% p.a. 92.5%
11% p.a. and above 100%
ROIC in the third year of the 40% below 12.0% 0% RELX excl RX:13.6%; vesting:85% 82.6%
performance period (3) 12.0% 25% RX: 12.7%; vesting 61.3%
12.4% 50%
12.8% 65%
13.2% 75%
13.6% 85%
14.0% 92.5%
Financial review
14.4% and above 100%
Total vesting percentage: 69.7%
(1) Calculated on a straight-line basis for performance between the points.
(2) EPS for ‘RELX excluding RX’ is calculated as net income (after tax) excluding net income attributable to ‘RX’, divided by the weighted average number of shares outstanding
in the applicable year, with the share count adjusted to reflect the impact of maintaining consistent leverage before changes in the results of RX over the three-year
performance period.
(3) ROIC for ‘RELX excluding RX’ reflects the performance of the Group for 2022 with adjustments made to remove the effect on ROIC of changes in exchange rates, pension
deficits, accounting standards and the results and invested capital of RX over the three-year performance period.
The performance measures used in incentive plans are based on adjusted figures as they provide relevant information in assessing
the Company’s performance, position and cash flows and we believe they track the core operational performance of RELX and how it
contributes to shareholder value creation. The Annual Report includes a reconciliation of adjusted measures to IFRS measures.
Governance
other information
Financial statements and
128 RELX Annual Report 2022 | Governance
The total remuneration for Directors is set out in note 25 to the consolidated financial statements.
In addition, an intercontinental travel fee of £4,500 was payable to any Non-Executive Director (excluding the Chair) in respect of each
transatlantic journey made in order to attend a RELX Board or Committee meeting during 2022. In 2023, this fee will remain at £4,500.
Fees may be reviewed annually, although in practice they have changed on a less frequent basis. The last review took place in
December 2021.
RELX Annual Report 2022 | Directors’ Remuneration Report 129
Overview
Statement of Directors’ shareholdings and other share interests (audited)
Shareholding requirement
The Committee believes that a closer alignment of interests can be created between senior management and shareholders if executives
build and maintain a significant personal stake in RELX. The shareholding requirements applicable to the Executive Directors are set out
in the table below. Shares that count for this purpose are (i) any type of RELX security of which the Director, their spouse, civil partner or
dependent child has beneficial ownership of and (ii) AIP deferred shares which are within their three-year deferral period, on a notional
Market segments
net (after tax) basis. There has been no change to the interests reported below between 31 December 2022 and 15 February 2023.
Meeting the shareholding requirement is both a vesting condition for LTIP awards granted and a requirement to maintain eligibility for
future LTIP awards. On termination of employment, Executive Directors are to maintain their full shareholding requirement (or, if lower,
their actual level of shareholding at the time of leaving) for two years after leaving employment.
On 31 December 2022, the Executive Directors’ shareholdings were as follows:
Shareholding as at
Shareholding requirement 31 December 2022 (% of 31 December 2022
(% of 31 December 2022 annual base salary) annual base salary) (1)
Erik Engstrom 450% 2096%
Nick Luff 300% 906%
Corporate Responsibility
(1) Includes AIP deferred shares which are within their three-year deferral period, on a notional net (after tax) basis (58,399 for Erik Engstrom and 34,365 for Nick Luff).
For disclosure purposes, any PLC ADRs held are included as ordinary shares.
Financial review
Marike van Lier Lels 11,452 11,718
Robert MacLeod 6,950 6,950
Linda Sanford(3) 9,700 N/A
Andrew Sukawaty 30,000 30,000
Suzanne Wood 5,100 5,100
(1) Number excludes AIP deferred shares which are within their three-year deferral period. If these were included on a notional net (after tax) basis, the totals at 31 December
2022 would be 1,231,328 for Erik Engstrom and 313,600 for Nick Luff.
(2) Appointed effective 1 March 2021.
(3) Retired from the Board on 21 April 2022.
Governance
LTIP – PERFORMANCE SHARE AWARDS
Value of awards Percentage of maximum that End of
Basis on which Face value of if vest in line with would be received if threshold performance
award is made award at grant(1) expectations(2) performance achieved period
Erik Engstrom 450% of salary £5,904,387 £2,952,193 If each measure pays out at 31 December
Nick Luff 375% of salary £2,897,415 £1,448,707 threshold, the overall payout is 25% 2024
This share price was used to determine the number of awards granted.
(2) Vesting in line with expectations for LTIP is as per the performance scenario chart disclosed on page 93 of the 2019 Remuneration Report, i.e. 50%.
The LTIP awards granted in 2022 are based on ROIC, EPS and TSR weighted 40%:40%:20% respectively and assessed independently.
The targets and vesting scales applicable to these awards are set out on page 113 of the 2021 Remuneration Report.
130 RELX Annual Report 2022 | Governance
Erik Engstrom
SHARES (1) (2) (3) No. of No. of No. of No. of
unvested shares Market shares Market unvested
shares awarded price per vested price per shares End of
Year of held on during share at during share at held on performance Date of
grant 1 Jan 2022 2022 award 2022 vesting 31 Dec 2022 period vesting
LTIP 2022 259,819 £22.725 259,819 Dec 2024 Feb 2025
2021 308,702 £18.660 308,702 Dec 2023 Feb 2024
2020 271,164 £20.725 271,164 Dec 2022 Feb 2023
2019 309,807 £17.698 218,413 £22.725
Total 889,673 259,819 218,413 839,685
(1) In addition, Mr Engstrom has 35,860 AIP deferred shares (pre-tax) awarded in 2019 with a market price at award of £17.698. The release of these AIP deferred shares
in February 2022 was not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2019 to
345,667 and the number of unvested shares held on 31 December 2019 to 984,649.
(2) In addition, Mr Engstrom has 30,777 AIP deferred shares (pre-tax) awarded in 2020 with a market price at award of £20.725. The release of these AIP deferred shares
in February 2023 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2020 to
301,941 and the number of unvested shares held on 31 December 2020 to 1,005,408.
(3) In addition, Mr Engstrom has 29,498 AIP deferred shares (pre-tax) awarded in 2021 with a market price at award of £18.66. The release of these AIP deferred shares
in February 2024 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2021 to
338,200 and the number of unvested shares held on 31 December 2021 to 985,808.
(4) In addition, Mr Engstrom has 49,912 AIP deferred shares (pre-tax) awarded in 2022 with a market price at award of £22.725. The release of these AIP deferred shares
in February 2025 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2022 to 309,731
and the number of unvested shares held on 31 December 2022 to 949,872.
Overview
Nick Luff
SHARES (1) (2)(3) No. of No. of No. of No. of
unvested shares Market shares Market unvested
shares awarded price per vested price per shares End of
Year of held on during share at during share at held on performance Date of
grant 1 Jan 2022 2022 award 2022 vesting 31 Dec 2022 period vesting
LTIP 2022 127,499 £22.725 127,499 Dec 2024 Feb 2025
Market segments
2021 151,487 £18.660 151,487 Dec 2023 Feb 2024
2020 133,066 £20.725 133,066 Dec 2022 Feb 2023
2019 152,029 £17.698 107,180 £22.725
Total 436,582 127,499 107,180 412,052
(1) In addition, Mr Luff has 21,269 AIP deferred shares (pre-tax) awarded in 2019 with a market price at award of £17.698. The release of these AIP deferred shares in February
2022 was not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2019 to 173,298 and the
number of unvested shares held on 31 December 2019 to 489,783.
(2) In addition, Mr Luff has 18,079 AIP deferred shares (pre-tax) awarded in 2020 with a market price at award of £20.725. The release of these AIP deferred shares in February
2023 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2020 to 151,145 and the
number of unvested shares held on 31 December 2020 to 500,024.
(3) In addition, Mr Luff has 17,370 AIP deferred shares (pre-tax) awarded in 2021 with a market price at award of £18.66. The release of these AIP deferred shares in February
2024 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2021 to 168,857 and the
Corporate Responsibility
number of unvested shares held on 31 December 2021 to 493,300.
(4) In addition, Mr Luff has 29,391 AIP deferred shares (pre-tax) awarded in 2022 with a market price at award of £22.725. The release of these AIP deferred shares in February
2025 is not subject to any further performance conditions. Including these AIP deferred shares increases the number of shares awarded during 2022 to 156,890 and the
number of unvested shares held on 31 December 2022 to 476,892.
Financial review
50,586 €15.285 50,586 15 Mar 26
2015 53,979 £11.520 53,979 02 Apr 25
56,948 €15.003 56,948 02 Apr 25
2014 65,656 £9.900 65,656 02 Sep 24
72,228 €11.378 72,228 02 Sep 24
Total 429,837 429,837
Governance
other information
Financial statements and
132 RELX Annual Report 2022 | Governance
Performance graphs
The graphs below show total shareholder returns for RELX calculated on the basis of the average share price in the 30 trading days
before the respective year end and assuming dividends were reinvested. RELX’s performance is compared with the FTSE 100.
The three-year chart covers the performance period of the 2020–2022 cycle of the LTIP.
3 years 5 years 10 years
RELX vs FTSE 100 – 3-YEAR TSR RELX vs FTSE 100 – 5-YEAR TSR RELX vs FTSE 100 – 10-YEAR TSR
% % %
150 200 600
+368%
+33% 500
175
75 75 0
0
1
9
2
1
8
9
7
2
D 20
2
D 21
D 13
D 14
D 8
D 12
D 15
D 16
D 19
D 17
-1
-2
-2
-1
-1
-2
-1
-2
-2
-2
-1
-2
-
-
-
-
-
-
-
-
-
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
ec
D
D
D
D
D
D
D
D
D
D
RELX FTSE 100 RELX FTSE 100 RELX FTSE 100
Overview
Comparison of change in Directors’ pay with change The Committee is satisfied that the overall picture presented
in employee pay by the 2022 pay ratios is consistent with the pay, reward and
The UK Regulations require companies to disclose the percentage progression policies for the Group’s UK employees.
change in remuneration from 2021 to 2022 for each director
compared with the employees of the listed company, excluding
Salaries for all UK employees, including the Executive
Directors, are set based on a wide range of factors, including
directors. RELX PLC has no employees and Executive Directors
market practice, scope and impact of the role and experience.
Market segments
are the only employees of RELX Group PLC. We therefore have
no data to report but have chosen to continue to report data on The provision of certain benefits and the level of benefit
changes in base salary of the CEO compared with changes in base provided vary depending on the role and level of seniority.
salary of a broader employee population. As in the previous year,
the salary increase for the CEO of 2.5% was in line with the salary
Participation in annual incentive plans varies by business and
reflects the culture and the nature of the business, as well
increase budget for the UK and the US where the majority of our
as role.
employees are based.
UK pay ratios
Whilst none of the comparator employees participate in the
executive share plans, they do have the opportunity to receive
The UK Regulations require the disclosure of the ratio of total
company shares via the UK Sharesave Option Plan. A greater
CEO remuneration to median (P50), 25th percentile (P25) and 75th
proportion of performance-related variable pay and share
percentile (P75) UK employee total remuneration (calculated on
based awards applies to more senior executives, including
Corporate Responsibility
a full-time equivalent basis). UK employees represent less than
the Executive Directors, who have a greater influence over
20% of our global employee population.
performance outcomes.
Pay ratios for total remuneration are likely to vary, potentially
Relative importance of spend on pay
significantly, over time, since the CEO’s total remuneration each
The following table sets out the total employee costs for all
year is driven largely by his performance-related pay outcomes
employees, as well as the amounts paid in dividends and
and is affected by share price movements. We have therefore
share repurchases.
also shown the UK ratios for the salary component.
2021 2022 % change
For the purposes of the ratios below, the CEO’s 2022 total £m £m
remuneration is the total single figure and salary as disclosed Employee costs(1) 2,549 2,906 14%
on page 124. The P25, P50 and P75 were selected from the UK Dividends 920 983 7%
Financial review
employee population as at 1 October 2022. Ratios for prior Share repurchases 0 500 N/A
years are as disclosed in the respective reports.
(1) Employee costs include wages and salaries, social security costs, pensions and
Total remuneration share based and related remuneration.
Pay ratios All UK employees £’000
Year Method P25 P50 P75 P25 P50 P75 Payments to past Directors and payments for loss of office
(audited)
2022 A 188:1 129:1 89:1 £44 £64 £93
There have been no payments for loss of office in 2022.
2021 A 223:1 151:1 104:1 £43 £64 £92
2020 A 98:1 67:1 46:1 £40 £59 £86
2019 A 225:1 149:1 100:1 £39 £58 £86
Salary
Governance
Pay ratios All UK employees £’000
Year Method P25 P50 P75 P25 P50 P75
2022 A 34:1 25:1 18:1 £39 £55 £76
2021 A 35:1 25:1 18:1 £38 £52 £74
2020 A 35:1 25:1 18:1 £37 £52 £72
2019 A 35:1 25:1 18:1 £35 £51 £71
Implementation of remuneration policy in 2023 The averaging period applied for TSR measurement purposes is
Salary: The Committee has awarded a salary increase of 2.5% to the three months before the start of the financial year in which the
each Executive Director, which means that, from 1 January 2023, award is granted and the last three months of the third financial
Erik Engstrom’s salary rose to £1,378,511 and Nick Luff’s salary year of the performance period.
to £811,761. This is below the average increase for the broader
The companies for the TSR comparator groups for the 2023–2025
UK workforce and significantly below increases for our lower
LTIP cycle were selected on the following basis (substantially
paid employees.
unchanged from prior year):
Benefits: The benefits provided to the Executive Directors are
(a) they were in a relevant market index or were the largest
unchanged for 2023.
listed companies on the relevant exchanges at the end of the
Annual incentive: The AIP payout at target performance is 135% year before the start of the performance period: the FTSE 100
of base salary and the maximum 200% of base salary, with 50% for the sterling group; the Euronext100 for the euro group; and
of the AIP earned deferred into shares. Revenue, adjusted net the S&P 500 for the US dollar group;
profit after tax and cash flow each have a weight of 30% and
(b) certain companies were then excluded:
non-financial a weight of 10%. Non-financial measures are
focused on sustainability metrics. Details of the 2023 annual
those with mainly domestic or single country revenues
financial targets and non-financial metrics will be disclosed (as they do not reflect the global nature of RELX’s
in the 2023 Remuneration Report. customer base);
Pension: Erik Engstrom and Nick Luff will receive cash in lieu of
those engaged in extractive industries (as they are
pension of 11% of their salary. exposed to commodity cycles); and
Share based awards: As in 2022, we will be granting LTIP awards
financial services companies (as they have a different
with face values of 450% of salary to Erik Engstrom and 375% risk/reward profile).
to Nick Luff in 2023. The awards are subject to a three-year
(c) the remaining companies were then ranked by market
performance period and the net (after tax) vested shares are
capitalisation and, for each comparator group, around
to be retained for a further two-year holding period.
50 companies with market capitalisations above and
The following metrics, weightings, targets and vesting scales below that of RELX were taken; and
apply to LTIP awards granted in 2023 for the 2023–2025 cycle.
(d) relevant listed global peers operating in businesses similar
The vesting of LTIP awards is dependent on three separate to those of RELX, but not otherwise included, were added.
performance measures: ROIC, EPS and TSR weighted Vesting percentage of each third TSR ranking within the relevant
40%:40%:20% respectively and assessed independently. of the TSR tranche(1) TSR comparator group
each ranking achieved will produce a payout, if any, in respect The calculation methodology for the EPS and ROIC measures
of one-third of the TSR measure. The proportion of the TSR is set out in the 2013 Notices of Annual General Meetings, which
measure that vests will be the sum of the three payouts. can be found on RELX’s website. The targets and vesting scales
applicable to the EPS and ROIC are set out below.
Average growth
Vesting percentage in adjusted EPS over ROIC in the third
of EPS and ROIC the three-year performance year of the
tranches(1) period performance period
0% below 5% p.a. below 11.0%
25% 5% p.a. 11.0%
50% 6% p.a. 11.5%
65% 7% p.a. 12.0%
75% 8% p.a. 12.5%
85% 9% p.a. 13.0%
92.5% 10% p.a. 13.5%
100% 11% p.a. or above 14% or above
(1) Vesting is on a straight-line basis for performance between the stated average
adjusted EPS growth/ROIC percentages.
RELX Annual Report 2022 | Directors’ Remuneration Report 135
Overview
Remuneration Committee advice Willis Towers Watson is the external adviser, appointed by the
The Committee consists of independent Non-Executive Directors Committee through a competitive process. Willis Towers Watson
and the Chair of RELX. Details of members and their attendance also provided actuarial and other human resources consultancy
are contained in the Corporate Governance Review on page 114. services to some RELX companies during the year. The Committee
The Chief Legal Officer and Company Secretary attends meetings is satisfied that the firm’s advice continues to be objective and
as secretary to the Committee. At the invitation of the Chair of the independent, and that no conflict of interest exists. The individual
Market segments
Committee, the CEO attends appropriate parts of the meetings. consultants who work with the Committee do not provide advice
The CEO is not in attendance during discussions about his to the Executive Directors or act on their behalf. Willis Towers
remuneration. Watson is a member of the Remuneration Consultants’ Group and
conducts its work in line with the UK Code of Conduct for executive
The Chief Human Resources Officer advised the Committee
remuneration consulting. During 2022, Willis Towers Watson
during the year.
received fees of £3,000 for advice given to the Committee,
charged on a time and expense basis.
Shareholder voting at 2022 Annual General Meeting
At the Annual General Meeting of RELX PLC on 21 April 2022, votes cast by proxy and at the meeting in respect of the Directors’
Remuneration Report were as follows:
Resolution Votes For % For Votes Against % Against Total votes cast Votes Withheld
Corporate Responsibility
Remuneration Report (advisory) 1,373,261,824 91.85% 121,919,012 8.15 % 1,495,180,836 1,557,175
At the Annual General Meeting of RELX PLC on 23 April 2020, votes cast by proxy and at the meeting in respect of the Directors’
Remuneration Policy were as follows:
Resolution Votes For % For Votes Against % Against Total votes cast Votes Withheld
Remuneration Policy (binding) 1,507,700,939 93.42% 106,174,539 6.58% 1,613,875,478 690,971
Wolfhart Hauser
Chair, Remuneration Committee
Financial review
15 February 2023
Governance
other information
Financial statements and
136 RELX Annual Report 2022 | Governance
Set out in this section is the Company’s proposed new remuneration policy for Directors, which, subject to approval by shareholders,
will apply for three years from the conclusion of the RELX PLC AGM to be held on 20 April 2023. The key changes from the previous
Remuneration Policy (which was first published on pages 90 to 96 of the 2019 Annual Reports and Financial Statements and was
approved by shareholders at the April 2020 Annual General Meeting) and the rationale for the changes are explained in the Committee
Chair’s introduction on page 121. Some minor editorial changes have also been made.
Remuneration policy table – Executive Directors
ANNUAL BASE SALARY
Purpose and link to strategy
To recruit and retain the best executive talent globally to execute our strategic objectives at appropriate cost.
Operation
Salaries for Executive Directors are set and reviewed annually by the Remuneration Committee (the Committee) with changes typically
taking effect on 1 January. In exceptional circumstances, the Committee may review salaries more frequently.
When reviewing salaries, the Committee considers the executive’s role and sustained value to the Company in terms of skill, experience
and overall contribution and the Company’s guidelines for salaries for all employees for the year. Periodically, competitiveness with
companies which are comparable in respect of industry, size, international scope and complexity is also considered in order to ensure
the Company’s ability to attract and retain executives.
Performance framework
N/A
Maximum value
Salary increases will continue to be aligned with the range of increases for the wider employee population and subject to annual
all-employee guidelines. However, as for all employees, the Committee has discretion to exceed this to take account of individual
circumstances such as change in responsibility, increases in scale or complexity of the business or alignment to market level.
Recovery of sums paid
No provision.
RETIREMENT BENEFITS
Purpose and link to strategy
Retirement plans are part of remuneration packages designed to recruit and retain the best executive talent at appropriate cost.
Operation
Executive Directors receive pension benefits up to the value equivalent to the maximum level of pension benefits provided under the
Company’s regular defined contribution pension plans as may be in effect or amended from time to time (currently 11% of base salary
in the UK). The defined contribution pension plans are designed to be competitive and sustainable long-term. Any amount payable may
be paid wholly or partly as cash in lieu.
Performance framework
N/A
Maximum value
The maximum value is equivalent to the maximum level of pension benefits provided under the Company’s regular defined contribution
pension plans as may be in effect or amended from time to time (currently capped at 11% of base salary in the UK).
Recovery of sums paid
No provision.
RELX Annual Report 2022 | Directors’ Remuneration Report 137
Overview
OTHER BENEFITS
Purpose and link to strategy
To provide competitive benefits at appropriate cost.
Operation
Other benefits, subject to periodic review, may include private medical and dental cover, life assurance, tax return preparation costs,
car benefits, directors’ and officers’ liability insurance, relocation benefits and expatriate allowances and other benefits available to
Market segments
employees generally, including, where appropriate, the tax on such benefits.
Performance framework
N/A
Maximum value
The maximum for ongoing benefits for Executive Directors will not normally exceed 10% of salary (excluding any one-off items,
such as immigration support or relocation benefits, and any tax related charge on benefits which is met by the Company). However,
the Committee may provide reasonable benefits beyond this amount in exceptional situations, such as a change in the individual’s
circumstances caused by the Company, or if there is a significant increase in the cost of providing the agreed benefit.
Corporate Responsibility
The annual incentive provides focus on the delivery of annual financial targets and the achievement of annual objectives and milestones
which are chosen to align with the Company’s strategy and create a platform for sustainable future performance. The compulsory
deferral of 50% of any annual incentive earned into RELX shares for three years promotes longer-term alignment of Executive Directors’
interests with shareholders’ interests, including an element of post-termination shareholding.
Why performance measures are chosen and how targets are set
Performance measures include a balanced set of financial measures which are appropriately weighted and which support current
strategy and incentivise the Executive Directors to achieve the desired outcomes without undue risk of focusing on any one financial
measure. The financial targets are designed to be challenging and are set with reference to the previous year’s performance and
internal and external forecasts for the following year.
Performance measures may also include non-financial measures, for example linked to sustainability.
Operation
Financial review
The Committee reviews and sets the financial targets and, if applicable, non-financial targets, annually, taking into account internal
forecasts and strategic plans. Following year end, the Committee compares actual performance with the financial targets and assesses
the achievement of any non-financial targets. The targets and outcomes are fully disclosed in the Remuneration Report published after
year end.
50% of any annual incentive earned is paid in cash to the Executive Director and the remaining 50% is deferred into RELX shares, which
are released to the Executive Director after three years. Dividend equivalents accrued during the deferral period are payable in respect
of the shares. On a change in control, the default position is that deferred shares are released to the Executive Director. Alternatively,
the Committee may determine that deferred shares will instead be exchanged for equivalent share awards in the acquiring company.
Performance framework
The AIP includes financial measures with a weighting of at least 85% and may also include non-financial measures with a weighting of up
Governance
to 15%. Each measure is assessed separately.
The minimum payout is zero.
Each measure is assessed independently and payout for each measure at threshold is 10% of the maximum opportunity for that
measure.
Payout for target performance is 135% of salary.
Following an assessment of financial achievement, and scoring of any non-financial measures, the Committee agrees the overall level
of earned incentive for each Executive Director.
Committee discretion applies.1,2,3
Maximum value
other information
Financial statements and
The maximum potential annual incentive is 200% of annual base salary. This includes the deferred share element but excludes dividend
equivalents payable in respect of the deferred shares.
Recovery of sums paid
Clawback applies.4
138 RELX Annual Report 2022 | Governance
Overview
(5) Explanation of differences between the Company’s policy on Executive Directors’ remuneration and the policy for other employees:
A larger percentage of Executive Directors’ remuneration is performance related than that of other employees. All managers participate
in an annual incentive plan. Participation levels, measures and targets vary according to their role, seniority and local business priorities.
Senior executives may also participate in multi-year equity plans. Grant levels under the plans vary according to roles and seniority.
The range and level of retirement and other benefits provided to employees vary according to local market practice.
Market segments
Remuneration outcomes in different performance scenarios
The Committee considers the level of remuneration that may be paid in the context of the performance delivered and value added for
shareholders. The charts below are an illustration of how the CEO’s and CFO’s regular annual remuneration could vary under different
performance scenarios. The salary, benefits and pension levels are the same in all three scenarios in each chart and are based on 2023
salary, benefits as shown in the 2022 Single Total Figure table and cash in lieu of pension of 11% of base salary. Annual incentive amounts
include the portion which is subject to compulsory deferral into RELX shares for three years. The performance assumptions which
have been used are as follows: Minimum means no AIP payout and no LTIP vesting. In line with expectations means AIP payout at 135%
of salary (of which 50% is deferred into shares) and LTIP vesting at 50% of the award. Maximum means AIP payout at 200% of salary
(of which 50% is deferred into shares) and LTIP vesting at 100% of the award. The three bars in each chart assume no share price
movement. As required by the UK Regulations, assuming maximum performance achievement (as described above) and 50% share
price growth over the performance period, the CEO’s maximum remuneration would increase to £13.7 m and the CFO’s maximum
Corporate Responsibility
remuneration to £7.1m. Any dividend equivalents payable in respect of the AIP deferred shares and the LTIP are not included.
10,572
LTIP LTIP
AIP cash and deferred shares AIP cash and deferred shares
Salary, benefits, pension Salary, benefits, pension
59%
6,575
5,583
47%
3,534
Financial review
55%
26%
28% 43%
1,612
916 31% 29%
100% 25% 15% 100% 26% 16%
Minimum In line with Maximum Minimum In line with Maximum
expectations expectations
Shareholding requirement
The Executive Directors are subject to shareholding requirements. These are a minimum of 450% of annual base salary for the CEO and
300% of annual base salary for other Executive Directors. On joining or promotion to the Board, Executive Directors are given a period of
Governance
time, typically up to five years, to build up to their requirement. On termination of employment, Executive Directors are to maintain their
full shareholding requirement (or, if lower, their actual level of shareholding at the time of leaving) for two years after leaving employment.
Shares which count for shareholding purposes are shares beneficially owned by the Executive Director, their spouse, civil partner or
dependent child and AIP deferred shares which are within their three-year deferral period, on a notional net of tax basis.
other information
Financial statements and
140 RELX Annual Report 2022 | Governance
REMUNERATION COMPONENTS
The remuneration would include base salary, retirement benefits, other benefits, AIP and LTIP in line with the policy table, taking into
account the principles set out above.
COMPENSATION FOR FORFEITED ENTITLEMENTS
The Committee may make awards and payments on hiring an external candidate to compensate him or her for entitlements forfeited
on leaving the previous employer. If such a decision is made, the Committee will attempt to reflect previous entitlements as closely as
possible using a variety of tools, including cash and share based awards. Malus and clawback provisions will apply where appropriate.
If necessary to facilitate the grant of awards, the Committee may rely on the one person exemption from shareholder approval in the
UK Listing Rules.
RELOCATION ALLOWANCES AND EXPENSES
The type and size of relocation allowances and expenses will be determined by the specific circumstances of the new recruit.
Overview
Policy on payments for loss of office (continued)
GENERAL(1) INCENTIVES
Market segments
termination date and would be paid for any accrued but up to the termination date would generally be payable (subject
untaken holiday. to the deferral provisions), with the amount being determined
by reference to the original performance criteria. However, the
Salary: Payment of up to 12 months’ salary to reflect the notice
Committee has discretion to decide otherwise depending on
period or payment in lieu of notice.
the reason for termination and other specific circumstances.
Other benefits: Where possible, benefits would be continued for The Company would not pay any annual incentive in respect of any
up to the duration of any unworked period of notice (not exceeding part of the financial year following the termination date (e.g. for
the maximum stated in the policy table) or the Executive Director any unworked period of notice). AIP deferred shares would be
would receive a cash payment (not exceeding the cost to the released to the Executive Directors in full at the end of the deferral
Company of providing those benefits). period. The annual incentive clawback provisions would apply.
Corporate Responsibility
Pension: Deferred or immediate pension in accordance with LTIP: The default position is that unvested LTIP awards would be
scheme rules, with a credit in respect of, or payment for up to, pro-rated to reflect time employed and would vest subject to
the full period of any unworked period of notice. There is provision performance measured at the end of the relevant performance
under the defined benefit pension scheme for members leaving period and subject to the Executive Director continuing to
Company service by reason of permanent incapacity to make meet their full shareholding requirement for two years after the
an application to the scheme trustee for early payment of termination date. The Committee has discretion to allow unvested
their pension. LTIP awards to vest earlier and to adjust the application of time
pro-rating and performance conditions, subject to the plan rules.
Other: The Company may pay compensation in respect of any
The requirement to retain net (after tax) vested LTIP shares for
statutory employment rights and may make other appropriate
a holding period of two years after vesting ceases to apply on
and customary payments.
termination of employment.
The Company would have due regard to principles of mitigation
Financial review
of loss. Reductions would be applied to reflect any portion of the
notice period that is worked and/or spent on gardening leave.
On injury, disability, ill-health or death, the Committee reserves
the right to vary the treatment outlined in this section.
Employee instigated resignation Annual incentive: The Executive Director would be entitled to
The Executive Director would not receive any payments for receive an annual incentive for a completed previous year (subject
loss of office. The Executive Director would be entitled to salary, to the deferral provisions), but not a pro-rated annual incentive
benefits and other contractual payments in the normal way up in respect of a part year up to the termination date, unless the
to the termination date and would be paid for any accrued but Committee decides otherwise in the specific circumstances. Any
untaken holiday. AIP deferred shares would be released to the Executive Director
Governance
in full at the end of the deferral period. Annual incentive clawback
Pension: A deferred or immediate pension would be payable
provisions would apply.
in accordance with the scheme rules.
LTIP: All outstanding LTIP awards would lapse on the date of notice.
Dismissal for cause Annual incentive: The Executive Director would not receive any
The Executive Director would be entitled to salary, benefits unpaid annual incentive. Any AIP deferred shares lapse on the
and other contractual payments in the normal way up to the date of dismissal.
termination date and would be paid for any accrued but untaken
LTIP: All outstanding LTIP awards would lapse on the date
holiday but would not receive any payments for loss of office.
of dismissal.
Pension: A deferred or immediate pension would be payable
in accordance with the scheme rules.
other information
Financial statements and
(1) In addition to what is set out in this section, on termination for any reason, Erik Engstrom will be entitled to payment of amounts held in his ‘Retirement Account’.
(2) In cases where the approved leaver treatment applies, the AIP and LTIP have a default position as well as giving the Committee discretion to adjust the default treatment
within certain parameters. The Committee would only expect to exercise such discretion where the Committee believes the personal circumstances of the Executive
Director so require.
142 RELX Annual Report 2022 | Governance
OTHER BENEFITS
Purpose and link to strategy
To provide competitive benefits at appropriate cost.
Operation
Other benefits for Non-Executive Directors are reviewed periodically and may include private medical cover, tax return preparation
costs, secretarial benefits, car benefits, travel and related subsistence costs, including, where appropriate, the tax on such benefits.
Maximum value
There is no prescribed maximum amount.
Approach to recruitment remuneration – Non-Executive The Committee annually reviews various aspects of workforce
Directors remuneration and related policies in order to deepen its
Following recruitment, a new Non-Executive Director will understanding of pay structures throughout the organisation.
be entitled to fees and other benefits in accordance with the
Our designated Non-Executive Director responsible for workforce
Company’s remuneration policy. No additional remuneration
engagement meets with employees representing our global
is paid on recruitment. However, any reasonable expenses
employee population in order to understand a wide range of
incurred during the recruitment process will be reimbursed.
employee views on a variety of topics. The feedback is reported
Policy on payments for loss of office – Non-Executive Directors back to the Board at least once per year and forms part of the
In addition to unpaid accrued fees, the Non-Executive Directors Board’s discussions and decision making. As part of this process,
are entitled to receive one month’s fees for loss of office if their the Non-Executive Director explains how executive remuneration
appointment is terminated before the end of its term. aligns with wider pay policy.
Service contracts and letters of appointment Consideration of shareholder views
There are no further obligations in the Directors’ service contracts Our practice is to consult shareholders and consider their views
and letters of appointment which are not otherwise disclosed in when formulating, or changing, our policy. The Committee took
this Report which could give rise to a remuneration payment or into account feedback received from shareholders since the prior
loss of office payment. All Directors’ service contracts and letters policy was approved when reviewing the current policy.
of appointment are available for inspection at the Company’s
Previous remuneration policies and prior commitments
registered office. The Executive Directors’ service contracts do
Any payments which are still to be made under arrangements
not have a fixed expiry date.
made and awards granted under previous remuneration policies
Consideration of employment conditions elsewhere in will be made consistent with the applicable policy. The provisions
the Company of the previous policies which relate to arrangements and awards
When the Committee reviews the Executive Directors’ salaries granted under those previous policies will therefore continue to
annually, it takes into account the Company’s guidelines for apply until all payments in relation to those arrangements and
salaries for all employees in the Company’s major operating awards have been made. The Committee also reserves the right
locations for the forthcoming year. The Committee also considers to make any remuneration or loss of office payments if the terms
market practice in the FTSE 30 as well as pay practices of other were agreed prior to the approval of the 2013 or 2016 policy or prior
global information and technology companies when determining to an individual being appointed as a Director.
the quantum and structure of Directors’ pay.
Minor amendments
The Committee may make minor amendments for regulatory,
tax or administrative purpose.
RELX Annual Report 2022 143
Overview
This report has been prepared by the Audit Committee and has been approved by the Board. It provides an overview of the membership,
responsibilities and activities of the Committee.
Membership Responsibilities
The Committee comprises at least three independent The main role and responsibility of the Committee is to assist
Market segments
Non-Executive Directors. The members of the Committee the Board in fulfilling its oversight responsibilities regarding:
who served during the year were:
the integrity of the interim and full-year financial
Suzanne Wood (Chair) statements and financial reporting processes
Andrew Sukawaty risk management and internal controls, and effectiveness
June Felix of internal auditors
Charlotte Hogg the performance of the external auditors and the
Of the current members of the Committee, Suzanne Wood, effectiveness of the external audit process, including
a US chartered accountant, is considered to have significant, monitoring the independence and objectivity of
recent and relevant financial experience. Ernst & Young LLP (EY)
Corporate Responsibility
The Committee as a whole is deemed to have competence The Committee reports to the Board on its activities,
relevant to the sectors in which RELX operates. identifying any matters in respect of which it considers
that action or improvement is needed and making
Please see pages 98 and 99 for full profiles of Audit
recommendations as to the steps to be taken.
Committee members.
The terms of reference of the Audit Committee are reviewed
annually and a copy is published on the RELX website,
www.relx.com
Financial reporting
In discharging its responsibilities in respect of the 2022 interim and full-year financial statements, the Committee reviewed the following:
Financial review
NOTE AND PAGE
REFERENCE
AREAS OF SIGNIFICANT JUDGEMENT AND ESTIMATION IN ANNUAL REPORT
Specific areas of significant accounting judgement and estimation, as set out in note 1 on page 167, reviewed and
challenged by the Committee were:
Capitalisation of internally developed intangible assets: The capitalisation of costs related to the development Note 14
of new products and business infrastructure, together with the useful economic lives applied to the resulting 185-187
assets, requires the exercise of judgement. The Committee received reports from the Group Financial
Controller on the amounts capitalised and asset lives selected for major projects and outcome of impairment
assessment performed
Governance
Taxation: The valuation of provisions in relation to uncertain tax positions involves estimation. The Committee Note 9
received and discussed reports from the Head of Tax on the potential liabilities identified and assumptions used 178-181
Defined benefit pension obligation: The valuation of certain pension scheme liabilities and assets is subject to Note 6
judgement and estimation. The Committee received and discussed regular reports from the Group Financial 174-178
Controller on the methodology and the basis of the assumptions used including the recognition of a surplus for
the UK defined benefit scheme for the first time as at 30 June 2022. The Committee discussed and challenged
management’s assessment to recognise this surplus with support from external legal and actuarial advisers
The Committee was satisfied that all judgements and estimations had been appropriately made and the financial
statement disclosures were appropriate.
other information
Financial statements and
144 RELX Annual Report 2022 | Governance
PAGE REFERENCE
OTHER AREAS OF FOCUS IN ANNUAL REPORT
As well as considering the Annual Report as a whole (see ‘Fair, balanced and understandable’ section below)
the Committee focused on the following areas of disclosure and presentation:
Reviewed the critical accounting policies and compliance with applicable accounting standards, reviewed 167-168
other disclosure requirements and received regular update reports on accounting and regulatory
developments
Reviewed the disclosures made in relation to internal control, risk management, the going concern statement 88-95
and the viability statement. The Committee received and discussed reports from the Group Treasurer on the
processes undertaken and assumptions used in formulating these disclosures
The going concern and viability statements were subject to an in-depth review, including a detailed review and 94-95
challenge of the various adverse scenarios modelled to ensure that the statements made in relation to going
concern and viability are robust
Considered the calculation and presentation of alternative performance measures in the Annual Report and 216-224
Financial Statements and results announcement, including associated reconciliations to GAAP measures
Reviewed the disclosures made in the Annual Report which incorporates the Corporate Responsibility Report 28-80
for the first time. This includes disclosures in respect of the Task Force on Climate-Related Financial
Disclosures (TCFD) recommendations
The Committee was satisfied that all relevant disclosures have been appropriately made.
FAIR, BALANCED AND UNDERSTANDABLE
The Committee considered whether the 2022 Annual Report is fair, balanced and understandable. In making this assessment,
the Committee considered the following areas:
The process for preparing the Annual Report, including the contributors, the internal review process and how feedback is
addressed throughout the process
The business review narratives presented for each business area
The discussion of reported and underlying results throughout the report
The Committee was satisfied that, taken as a whole, the Annual Report is fair, balanced and understandable. This conclusion has
been reported to the Board.
The Committee also received detailed written reports from the external auditors on these matters and discussed all areas with both
management and the external auditors. The Committee was satisfied with the explanations provided and conclusions reached.
RELX Annual Report 2022 | Report of the Audit Committee 145
Overview
Risk management and internal controls External audit effectiveness and independence
With respect to their oversight of risk management and internal The Group has a well-established policy on audit effectiveness
controls, the Committee has: and independence of auditors that sets out among other things:
the responsibilities of the Audit Committee in the selection of
received and discussed regular reports summarising the auditors to be proposed for appointment or re-appointment and
status of the Group’s risk management activities, including the
for agreement on the terms of their engagement, scope and
impact of Covid-19, identification of emerging risks and actions
Market segments
remuneration; the auditor independence requirements and the
to mitigate risks, and the findings from internal audits and
policy on the provision of non-audit services; the rotation of audit
status of actions agreed with management. Areas of focus in
partners and staff; and the conduct of meetings between the
2022 included: cyber security (including the ability to prevent,
auditors and the Audit Committee.
respond to and recover from a cyber-attack or ransomware
attack); data privacy; the operational, financial and IT control The Committee’s policy on the use of the external auditor to
environment; the use of technology including machine provide non-audit services is in accordance with applicable laws
learning; regulatory compliance; business continuity and and takes into account the relevant ethical guidance for auditors.
resilience (including supplier resilience and plans for extreme Any permissible non-audit services must be pre-approved by
weather events); the ability to adapt to geopolitical, economic the Chief Financial Officer and above £50,000, by the Chair of the
and market conditions; integrity of published Corporate Audit Committee. All non-audit services provided and fees are
Responsibility data; and continued compliance with the presented to the Committee on a regular basis.
Corporate Responsibility
requirements of Section 404 of the US Sarbanes-Oxley Act
The policy is available on the website, www.relx.com.
relating to the documentation and testing of internal controls
over financial reporting The Committee has conducted its review of the performance of
the external auditors and effectiveness of the external audit
received regular updates from the Group Financial Controller process for the year ended 31 December 2022. The review included:
and Group Treasurer on the Group’s financial position including
on liquidity, renegotiation of its revolving credit agreement, an assessment of the quality of the auditor’s reporting to and
bond issue, credit ratings and ability to access debt capital interaction with the Audit Committee
markets, risk management and compliance with treasury
policies and pension arrangements and funding
review of the completion of the audit plan and changes to risks
identified or work performed
received presentations from the Head of Tax on tax matters a discussion with EY on data analytics tools used in the audit;
Financial review
and the Group’s tax principles
consideration of public reports by regulatory authorities on
received presentations explaining the creation of the Internal key EY member firms and their view on the effectiveness of
Audit & Assurance (IAA) function which combined the
EY’s audits
Information Security assurance function with the Internal
Audit function a survey of key stakeholders across RELX evaluating the
performance of each audit team
reviewed and approved the internal audit plan for 2023 and
monitored execution of the 2022 plan, including progress in The Audit Committee holds private meetings with the external
respect of actions agreed auditor to encourage open and transparent feedback. The Chair
of the Committee also met with the external auditors outside
received presentations from the Chief Compliance Officer of Committee meetings supporting effective and timely
on the compliance programmes, including the operation
communication.
Governance
of the RELX Code of Conduct, training programmes and
whistleblowing arrangements Based on this review, the Audit Committee was satisfied with
the performance of the auditors and the effectiveness of the
received presentations from the Chief Legal Officer on legal audit process. The external auditors have confirmed their
issues and claims
independence and compliance with the policy on auditor
Committee meetings independence to the Audit Committee.
The Committee met four times during 2022. The Audit Committee
meetings are typically attended by the Board Chair, the Chief
Executive Officer, the Chief Financial Officer, the Group Financial
Controller, the Chief Legal Officer, the Head of IAA, and audit
partners from the external auditors.
other information
Financial statements and
146 RELX Annual Report 2022 | Governance
Directors’ Report
Overview
The Directors present their report, together with the financial Dividends
statements of the Company, and the consolidated financial The Board is recommending a final dividend of 38.9p (2021: 35.5p)
statements of the Group, for the year ended 31 December 2022. per ordinary share to be paid on 7 June 2023 to shareholders
The Company is a public company, limited by shares, and appearing on the Register of Members at the close of business on
registered in England and Wales under registered number 77536. 28 April 2023. Payment of this final dividend remains subject to the
The Company’s registered office is 1-3 Strand, London WC2N 5JR. approval of the Company’s shareholders at its 2023 AGM. Together
Market segments
This Directors’ report has been prepared in accordance with the with the interim dividend of 15.7p (2021: 14.3p) per ordinary share,
requirements outlined within the Large and Medium-sized paid in September 2022, the total ordinary dividend payable for the
Companies and Groups (Accounts and Reports) Regulations 2008. year will be 54.6p (2021: 49.8p) per ordinary share.
For the purposes of this Directors’ Report, and the Corporate Details of our dividend policy are set out on page 86.
Governance Review from pages 103 to 118, RELX PLC and its
Corporate governance statement
subsidiaries, joint ventures and associates are together known
The Company has complied throughout the year with the
as ‘RELX’ or the ‘Group’.
provisions of the 2018 UK Corporate Governance Code (the Code),
Group financial statements with the exception of provision 38 (rates of contribution for
This Directors’ Report and the financial statements of the Group executive pensions), where full compliance was achieved from
and Company should be read in conjunction with the other reports 1 January 2023. Details of how the Code has been applied, together
set out on pages 2 to 146. A review of the Group’s performance with the Company’s corporate governance framework and the
Corporate Responsibility
during the year is set out on pages 5 to 87, the principal and Directors’ statement on internal control and risk management are
emerging risks facing the Group are set out on pages 88 to 95, in the Corporate Governance Review which is set out on pages 103
and the Group statement on corporate responsibility is set out to 146 (inclusive) and incorporated into this Directors’ Report
on pages 28 to 80. by reference.
In addition to the reported figures, adjusted figures are presented The Code is publicly available on the Financial Reporting Council’s
as additional performance measures used by management to website www.frc.org.uk.
assess the performance of the business. These exclude the
Streamlined Energy and Carbon Reporting (SECR)
Group’s share of amortisation of acquired intangible assets,
Intensity ratio
acquisition-related items, tax in joint ventures, disposal gains, Absolute performance (per £m revenue)
finance income and losses, and other non-operating items and 2021 Variance 2022 2021 Variance 2022
Financial review
related tax effects. They also exclude movements in deferred tax
Global Scope 1 5,644 -8% 5,211 0.78 -22% 0.61
assets and liabilities related to goodwill and acquired intangible
(direct
assets, but include the benefit of tax amortisation where available
emissions) tCO2e
on goodwill and acquired intangible assets.
Global Scope 2 44,051 -15% 37,270 6.08 -28% 4.36
Company financial statements (indirect
The individual company financial statements of the Group are location-based
presented on pages 206 to 211, and were prepared under Financial emissions) tCO2e
Reporting Standard 101 (FRS 101). Distributable reserves as at Global energy 134,453 -8% 123,325 18.56 -22% 14.42
31 December 2022 were £6,465m (2021: £7,042m), comprising MWh*
reserves less shares held in treasury. Shareholders’ funds as at UK energy MWh* 12,591 -11% 11,220 1.74 -25% 1.31
31 December 2022 were £19,637m (2021: £20,182m). UK Scope 1 and 2,686 -16% 2,250 0.37 -29% 0.26
Governance
Strategic Report Scope 2
The Companies Act 2006 requires the Company to present a fair emissions tCO2e
review of the Group during the financial year. The Strategic report, * Energy figures include vehicle fuels for SECR reporting. Previous years have been
restated to include the one RX managed event venue.
which includes a review of the Group’s business areas, a financial
review, the principal and emerging risks facing the Group, any We report on all global operations for which we have operational
important events affecting the Group since 31 December 2022, control following the GHG Protocol Corporate Accounting and
and the likely future developments in the Group’s business, is set Reporting Standard (revised edition) for the reporting year
out on pages 2 to 95. The Directors’ Report, together with the December 2021 to November 2022.
Strategic report, forms the management report for the purposes
Directors
of the Financial Conduct Authority’s Disclosure and Transparency
The names of the Directors who served on the Board during the
Rules 4.1.5R(2) and 4.1.8R.
other information
Financial statements and
year are set out on pages 98, 99 and 114 and incorporated into this
Directors’ Report by reference.
148 RELX Annual Report 2022 | Governance
Share capital During the year, 21,712,388 ordinary shares of 14 51⁄116 p each
The Company’s issued share capital comprises a single class (representing 1.1% of the ordinary shares in issue on 31 December
of ordinary shares of 14 51⁄116 p each, all of which are listed on the 2022) were purchased for a total consideration of £500m,
London and Amsterdam stock exchanges. The Company also has including expenses, and subsequently transferred to be held in
securities in the form of American Depositary Shares traded on treasury. A further 6,251,507 shares were purchased between
the New York Stock Exchange. All issued shares are fully paid up 3 January 2022 and the date of this report.
and carry no additional obligations or special rights. Each share
The Company cancelled 20 million and 32 million ordinary shares
carries the right to one vote at general meetings of the Company.
held in treasury on 21 April and 8 December 2022, respectively.
In a general meeting, subject to any rights and restrictions Therefore, as at 31 December 2022 there were 19,800,067 ordinary
attached to any shares, on a show of hands every member who is shares held in treasury, representing 1% of the ordinary shares
present in person shall have one vote and every proxy present who in issue.
has been duly appointed by one or more members entitled to vote
Substantial share interests
on the resolution has one vote (although a proxy has one vote for
As at 31 December 2022, the Company had received the following
and one vote against the resolution if: (i) the proxy has been duly
notifications of interests in voting rights of its issued share
appointed by more than one member entitled to vote on the
capital pursuant to Rule 5 of the Disclosure and Transparency
resolution; and (ii) the proxy has been instructed by one or more
Rules (DTRs):
of those members to vote for the resolution and by one or more
% of voting rights Date of notification
other of those members to vote against it). Subject to any rights
or restrictions attached to any shares, on a vote on a resolution BlackRock, Inc 9.67% 17 May 2022
on a poll every member present in person or by proxy shall have
Invesco Ltd. 4.99% 1 October 2019
one vote for every share of which he/she is the holder.
The percentage interests stated above are as disclosed at the date
Proxy appointments and voting instructions must be received by
on which the interests were notified to the Company and, as at the
the registrars not less than 48 hours before a general meeting.
date of this report, the Company had not received any further
There are no specific restrictions on the size of a holding nor on
notifications under DTR 5. These percentages do not reflect
the transfer of shares, which are both governed by the general
changes to the Company’s total voting rights since the date of
provisions of the Articles and prevailing legislation. The Company
notification or any subsequent changes to share interests not
is not aware of any agreements between shareholders that may
notified to the Company under DTR 5 and therefore may not
result in restrictions on the transfer of shares or on voting rights
reflect the interests held as at 31 December 2022, or at the date
attached to the shares. At the 2022 AGM shareholders passed
of this report.
a resolution authorising the Directors to issue shares for cash
on a non-pre-emptive basis up to a nominal value of £13.9m, Employee Benefit Trust
representing less than 5% of the Company’s issued share capital, The trustee of the Employee Benefit Trust held an interest in
and authorising the Directors to issue up to an additional 5% of 5,553,401 ordinary shares in the Company (representing 0.3% of
the issued share capital for cash on a non-pre-emptive basis in the issued ordinary shares) as at 31 December 2022. The trustee
connection with an acquisition or specified investment. Since the may vote or abstain from voting any shares it holds in any way it
2022 AGM, no shares have been issued under this authority. The sees fit.
shareholder authority also permits the Directors to issue shares
Significant agreements – change of control
in order to satisfy entitlements under employee share plans and
There are a number of borrowing agreements including credit
details of such allotments are described below.
facilities that, in the event of a change of control of RELX PLC and,
During the year, 1,918,456 ordinary shares in the Company were in some cases, a consequential credit rating downgrade to
issued in order to satisfy entitlements under employee share sub-investment grade may, at the option of the lenders, require
plans as follows: 566,698 under the UK SAYE Share Option Scheme repayment and/or cancellation as appropriate. There are no
at prices between 1,032.0p and 1,392.8p per share; 124,546 under arrangements between the Company and its Directors or
the legacy Dutch Debenture Scheme at prices between 7.441 EUR employees providing for compensation for loss of office or
and 19.39 EUR , which is satisfied by way of Company shares; employment that occurs specifically because of a takeover,
and 1,227,212 under executive share option schemes at prices merger or amalgamation with the exception of provisions in the
between 515.5p and 2,072.5p per share. The issued share capital Company’s share plans which could result in options or awards
as at 31 December 2022 is shown in note 23 to the consolidated vesting or becoming exercisable on a change of control.
financial statements.
Articles
Authority to purchase own shares The Company’s Articles of Association (the Articles) may only
At the Company’s 2022 AGM, shareholders passed a resolution be amended by a special resolution of shareholders passed
authorising the purchase of up to 198.5 million ordinary shares at a general meeting of the Company.
in the Company (representing approximately 10% of the issued
ordinary shares) by way of market purchase. This authority
will expire at the 2023 AGM, at which a resolution to renew
the authority to purchase Company shares will be submitted
to shareholders.
RELX Annual Report 2022 | Directors’ Report 149
Overview
Appointment and replacement of directors No contract existed during the year in relation to the Company’s
The appointment, re-appointment and replacement of Directors business in which any Director was materially interested.
is governed by the Articles, the Companies Act 2006 and related
Financial instruments
legislation. Shareholders maintain their right to appoint and
The Group’s financial risk management objectives and policies,
re-appoint Directors by way of an ordinary resolution in
including hedging activities and exposure to risks, are described
accordance with the Articles. The Directors may appoint
in note 17 to the consolidated financial statements on pages 189
Market segments
additional or replacement Directors, who may only serve until the
to 194.
following AGM of the Company, at which time they must retire and,
if appropriate, seek election by the Company’s shareholders. Political donations
A Director may be removed from office by the Company as RELX does not make donations to UK or European Union (EU)
provided for by applicable law, in certain circumstances set out political organisations or incur UK or EU political expenditure.
in the Articles, and at a general meeting of the Company by the In the US, Group companies donated £142,047 (2021: £112,967) to
passing of an ordinary resolution. political organisations. In line with US law, these donations were
not made at the federal level, but only to candidates and political
The Articles provide for a Board of Directors consisting of not
parties at state and local levels.
fewer than five, but not more than 20 Directors, who manage
the business and affairs of the Company. Employee relations
During 2022, the Group employed over 35,000 (2021: 33,000)
Powers of directors
Corporate Responsibility
employees worldwide, of whom 5,600 (2021: 5,400) were
Subject to the provisions of the Companies Act 2006, the Articles
employed in the UK. The Group is committed to employee
and any directions given by special resolutions, the business of the
involvement and participation. Where appropriate, major
Company shall be managed by the Board which may exercise all
announcements are communicated to employees through
the powers of the Company.
internal briefings. Information on performance, development,
Directors’ indemnity organisational changes and other matters of interest is
In accordance with its Articles, the Company has granted its communicated through briefings and electronic bulletins.
Directors an indemnity, to the extent permitted by law, in respect
The Company is an equal opportunity employer and does not
of liabilities incurred as a result of their office. This indemnity
discriminate on the grounds of race, gender or other
was in place for Directors that served at any time during the 2022
characteristics in its recruitment or employment policies.
financial year, and also for each serving Director as at the date
Financial review
of approval of this report. The Company also purchased and The Group conducts a triennial global Employee Opinion Survey,
maintained throughout the year directors’ and officers’ liability which was last undertaken in 2021, and also undertakes regular
insurance in respect of itself and its Directors. employee engagement surveys. For information about the 2022
employee engagement survey and the feedback received from
Related party transactions
employees please see pages 44 to 49 and 110. Certain employees
Internal controls are in place to ensure that any related party
throughout the Group are eligible to participate in the Group’s
transactions involving Directors or their connected persons are
share incentive plans.
carried out on an arm’s-length basis and are properly recorded
and disclosed where appropriate. Engagement with suppliers, customers and others
For further information relating to how the Group has engaged
Conflicts of interest
with its suppliers and customers during the course of the year,
Under the Companies Act 2006, the Directors have a duty to
and the effect of that engagement on the principal decisions
avoid situations in which they have, or could have, a direct or
Governance
taken by the Company, please see pages 50 to 54, 59 to 62 and 111.
indirect interest that conflicts with the interests of the Company.
The Board has established formal procedures for identifying, Employment of disabled persons
assessing and reviewing any situations where a Director has an RELX is committed to the fair treatment of people with disabilities
interest that conflicts, or may possibly conflict, with the interests in relation to recruitment, hiring, training, promotion and career
of the Company. development. Under our Ethics Code and RELX’s Inclusion and
Diversity Policy, discrimination is prohibited and we commit to
The Nominations Committee considers any such conflict or
providing conditions of employment without regard to protected
potential conflict and makes a recommendation to the Board
characteristics such as race, colour, creed, religion, national
on whether to authorise it, as permitted under the Company’s
origin, gender, gender identity or expression, sexual orientation,
Articles. In reaching its decision, the Board is required to act
marital status, age, disability, or any other category protected
in a way it considers would be most likely to promote the
by law.
success of the Company and may impose limits or conditions
other information
Financial statements and
when giving its authorisation, if it thinks this is appropriate. When existing employees become disabled, our policy is to
Actual or potential conflicts of interest are reviewed annually provide continuing employment, support and training wherever
by the Nominations Committee. practicable. Further information about RELX’s approach to
disability inclusion is available in our Corporate Responsibility
Report on pages 46 and 48.
150 RELX Annual Report 2022 | Governance
Disclosures required under UK Listing Rule 9.8.4 In preparing the Group financial statements, IAS 1 requires that
The information required by Listing Rule 9.8.4 is set out on the Directors: properly select and apply accounting policies; present
pages below: information, including accounting policies, in a manner that
provides relevant, reliable, comparable and understandable
Information required Page information; provide additional disclosures when compliance
(1) Interest capitalised by the Group n/a with the specific requirements of IFRS are insufficient to enable
users to understand the impact of particular transactions
(2) Publication of unaudited financial information n/a or other events and conditions on the entity’s financial position
(4) Long-term incentive schemes n/a and financial performance; and make an assessment of the
Company’s ability to continue as a going concern.
(5) Waiver of emoluments by a director n/a
The Directors are responsible for keeping adequate accounting
(6) Waiver of future emoluments by a director n/a records that are sufficient to show and explain the Company’s
(7) Non pro-rata allotments for cash (issuer) n/a transactions and disclose with reasonable accuracy at any time
the financial position of the Company and enable them to ensure
(8) Non pro-rata allotments for cash (major subsidiaries) n/a that the financial statements comply with the Companies Act 2006.
(9) Parent participation in a placing by a listed subsidiary n/a They are also responsible for safeguarding the assets of the
Company and hence for taking reasonable steps for the prevention
(10) Contracts of significance n/a and detection of fraud and other irregularities.
(11) Provision of services by a controlling shareholder n/a Directors’ responsibility statement
(12) Shareholder waiver of dividends 184 Each of the Directors, whose names and roles can be found on
pages 98 and 99, confirms that, to the best of their knowledge:
(13) Shareholder waiver of future dividends 184
the consolidated financial statements, prepared in accordance
(14) Agreements with controlling shareholders n/a with UK adopted International Accounting Standards in
conformity with the requirements of the Companies Act 2006
Financial statements and accounting records and International Financial Reporting Standards (IFRS),
The Directors are responsible for preparing the Directors’ Report following the accounting policies shown in the notes to the
and the financial statements in accordance with applicable law financial statements on pages 167 and 168, give a true and fair
and regulations. view of the assets, liabilities, financial position and profit or loss
of the Group
Company law requires the Directors to prepare financial
statements for each financial year. Under that law the Directors the individual company financial statements, prepared in
are required to prepare the consolidated financial statements in accordance with Financial Reporting Standard 101 ‘Reduced
accordance with UK adopted International Accounting Standards Disclosure Framework’ (FRS 101), gives a true and fair
in conformity with the requirements of the Companies Act 2006 view of the assets, liabilities, financial position and profit
and International Financial Reporting Standards (IFRS), following or loss of the Company
the accounting policies shown in the notes to the financial the management report includes a fair review of the
statements on pages 167 and 168. The Directors have elected development and performance of the business and the position
to prepare the individual company financial statements in of the Group, together with a description of the principal and
accordance with Financial Reporting Standard 101 Reduced emerging risks and uncertainties that it faces
Disclosure Framework. Under company law the Directors must
not approve the accounts unless they are satisfied that they Having taken into account all of the matters considered by the
give a true and fair view of the state of affairs of the Company Board and brought to the attention of the Board during the year,
and of the profit or loss of the Company for that period. the Directors are satisfied that the Annual Report and
Financial Statements, taken as a whole, is fair, balanced and
In preparing the individual company financial statements, understandable and provides the information necessary for
the Directors are required to: select suitable accounting policies shareholders to assess the Company’s position and performance,
and then apply them consistently; make judgements and business model and strategy.
accounting estimates that are reasonable and prudent; state
whether Financial Reporting Standard 101 Reduced Disclosure Neither the Company nor the Directors accept any liability to any
Framework has been followed, subject to any material departures person in relation to the Annual Report except to the extent that
being disclosed and explained in the financial statements; such liability could arise under English law. Accordingly, any
and prepare the financial statements on a going concern basis liability to a person who has demonstrated reliance on any untrue
unless it is inappropriate to presume that the Company will or misleading statement or omission shall be determined in
continue in business. accordance with Section 90A of the Financial Services and
Markets Act 2000.
RELX Annual Report 2022 | Directors’ Report 151
Overview
Disclosure of information to auditors
In accordance with Section 418 of the Companies Act 2006, each
Director in office at the date this Directors’ Report is approved,
confirms that:
so far as the Director is aware, there is no relevant audit
information of which the Company’s auditors are unaware
Market segments
he/she has taken all the steps that he/she ought to have taken
as a Director to make himself/herself aware of any relevant
audit information and to establish that the Company’s auditors
are aware of that information
Viability statement and going concern
The Directors’ Viability Statement and statement of going concern
are set out on pages 94 and 95 respectively of the Strategic report.
Auditors
Resolutions for the re-appointment of Ernst & Young LLP as
auditors of the Company and to authorise the Audit Committee,
Corporate Responsibility
on behalf of the Board, to determine their remuneration will be
submitted to shareholders at the 2023 AGM.
Annual General Meeting
This year’s AGM will be held at 9.30am on Thursday, 20 April 2023
at Lexis House, 30 Farringdon Street, London EC4A 4HH. Further
information on the arrangements for the AGM are set out in the
Notice of Meeting.
Financial review
Henry Udow
Company Secretary
15 February 2023
Registered Office
1-3 Strand
London
WC2N 5JR
Governance
other information
Financial statements and
152 RELX Annual Report 2022
Financial
statements and
other information
In this section
154 Independent auditor’s report
162 Consolidated financial statements
167 Notes to the consolidated financial statements
205 5 year summary
Overview Market segments Corporate Responsibility Financial review Governance Financial statements and
other information
153
RELX Annual Report 2022
154
154 RELX
RELX Annual Report 2022 | Financial statements and other information
The financial reporting framework that has been applied in the preparation of the group financial statements is applicable law and UK
adopted international accounting standards and International Financial Reporting Standards (IFRS) as issued by the International
Accounting Standards Board. The financial reporting framework that has been applied in the preparation of the parent company
financial statements is applicable law and United Kingdom Accounting Standards, including FRS 101 “Reduced Disclosure
Framework”(United Kingdom Generally Accepted Accounting Practice).
BASIS FOR OPINION
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities
under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
INDEPENDENCE
We are independent of the group and parent in accordance with the ethical requirements that are relevant to our audit of the financial
statements in the UK, including the FRC’s Ethical Standard as applied to listed public interest entities, and we have fulfilled our other
ethical responsibilities in accordance with these requirements.
The non-audit services prohibited by the FRC’s Ethical Standard were not provided to the group or the parent company and we remain
independent of the group and the parent company in conducting the audit.
CONCLUSIONS RELATING TO GOING CONCERN
In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the
preparation of the financial statements is appropriate. Our evaluation of the directors’ assessment of the group and parent company’s
ability to continue to adopt the going concern basis of accounting included:
Confirming our understanding of management’s going concern assessment process, in conjunction with our walkthrough of the
Group’s financial close process.
Obtaining management’s going concern assessment, including the cash forecast for the going concern period which covers
18 months from the balance sheet date to 30 June 2024. The Group has modelled a base case and a stress case of their cash
forecasts in order to incorporate unexpected changes to the forecasted liquidity of the Group. We have challenged management
on if they have considered all key factors in their assessment. We have reviewed the historical accuracy of management’s forecasts
and verified that these are consistent with forecasts used for other purposes in the audit. We have challenged the factors and
assumptions included in each modelled scenario for reasonableness. Additionally, we tested the clerical accuracy of cash flow
calculations and determined through inspection and testing of the methodology and calculations that the methods utilised were
appropriately sophisticated to be able to make an assessment for the entity.
Considering the mitigating factors included in the stress case that are within control of the Group. This includes review of the Group’s
non-operating cash outflows and evaluating the Group’s ability to control these outflows as mitigating actions if required.
Verifying the credit facilities available to the Group including inspection of the renegotiated signed $3bn revolving credit facility for
the absence of financial covenants. Additionally, we obtained independent external confirmation that the facility remains undrawn.
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RELX Annual Report 2022 | Independent auditor’s report to the members of RELX PLC 155
Overview
Reviewing management’s reverse stress testing in order to assess the likelihood of factors that would lead to the Group running out of
all available liquidity during the going concern period.
Reviewing the Group’s going concern disclosures included in the annual report in order to assess that the disclosures are consistent
with the basis upon which the Board have concluded,and in conformity with the reporting standards.
In management’s base case and stress case scenarios, there is significant headroom without taking into consideration the benefit of any
identified mitigations.
Market segments
Within management’s stress case scenario, which assumes no access to the capital markets, the Group would still have substantial
liquidity on its undrawn $3bn revolving credit facility (which was renegotiated in 2022 and no longer contains a financial covenant).
We have not identified going concern to be a key audit matter.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually
or collectively, may cast significant doubt on the group and parent company’s ability to continue as a going concern for a period of
18 months from the balance sheet date to 30 June 2024.
In relation to the group and parent company’s reporting on how they have applied the UK Corporate Governance Code, we have nothing
material to add or draw attention to in relation to the directors’ statement in the financial statements about whether the directors
considered it appropriate to adopt the going concern basis of accounting.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this
Corporate Responsibility
report. However, because not all future events or conditions can be predicted, this statement is not a guarantee as to the group’s ability
to continue as a going concern.
OVERVIEW OF OUR AUDIT APPROACH
Audit scope We performed an audit of the complete financial information of six components and audit procedures on specific
balances for a further six components. We also instructed one additional location to perform specific audit
procedures over manual journal entries to revenue.
The components where we performed full or specific audit procedures accounted for 78% of profit before tax on
an absolute basis, 83% of revenue and 81% of total assets.
Key audit matters Uncertain tax positions – risk that the tax provisions may be incorrectly quantified, impacting the effective tax
rate, and that the tax provision is improperly disclosed.
Financial review
Revenue recognition – risk that there is an opportunity to commit fraud impacting revenue through manual
adjustments or override of controls by management.
Materiality Overall Group materiality of £100m which represents 4.73% of profit before tax.
AN OVERVIEW OF THE SCOPE OF THE PARENT COMPANY AND GROUP AUDITS
Tailoring the scope
Our assessment of audit risk, our evaluation of materiality and our allocation of performance materiality determine our audit scope
for each company within the Group. Taken together, this enables us to form an opinion on the consolidated financial statements. We
take into account size, risk profile, the organisation of the group and effectiveness of group-wide controls, changes in the business
environment, the potential impact of climate change and other factors such as recent internal audit results when assessing the level of work
to be performed at each component.
Governance
The group has centralised processes for key judgements and determination of accounting policies. One key audit matter, namely
revenue recognition are more decentralised processes delineated by business area. We have tailored our response accordingly and
procedures were performed or directed by the group audit team.
In assessing the risk of material misstatement to the Group financial statements, and to ensure we had adequate quantitative coverage
of significant accounts in the financial statements we selected twelve components covering entities within United Kingdom, Netherlands,
United States, France and Japan, which represent the principal business units within the Group.
Of the twelve components selected, we performed an audit of the complete financial information of six components (“full scope
components”) which were selected based on their size or risk characteristics. For the remaining six components (“specific scope
components”), we performed audit procedures on specific accounts within that component that we considered had the potential for the
greatest impact on the significant accounts in the financial statements either because of the size of these accounts or their risk profile.
We also instructed one additional location to perform specific audit procedures over manual journal entries to revenue.
other information
Financial statements and
The reporting components where we performed full and specific audit procedures accounted for 78% (2021: 80%) of the Group’s profit
before tax on an absolute basis, 83% (2021: 83%) of the Group’s revenue and 81% (2021: 78%) of the Group’s total assets. For the
current year, the full scope components contributed 64% (2021: 60%) of the Group’s profit before tax on an absolute basis, 75% (2021:
77%) of the Group’s revenue and 68% (2021: 69%) of the Group’s total assets. The specific scope component contributed 14% (2021:
20%) of the Group’s profit before tax on an absolute basis, 8% (2021: 6%) of the Group’s revenue and 13% (2021: 9%) of the Group’s
total assets. The audit scope of these components may not have included testing of all significant accounts of the component but will
have contributed to the coverage of significant accounts tested for the Group. We also instructed one location to perform specified
procedures over manual journal entries related to revenue, as described in the Risk section above.
Of the remaining components that together represent 22% (2021: 20%) of the Group’s profit before tax on an absolute basis, none are
individually greater than 1% (2021: 1%) of the Group’s profit before tax on an absolute basis. For these components, we performed
other procedures, including analytical review, review of internal audit reports, testing of entity level and group wide controls, testing of
RELX
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RELXAnnual Report 2022 | Financial statements and other information
consolidation journals, intercompany eliminations and foreign currency translation recalculations at the group level to respond to any
potential risks of material misstatement to the Group financial statements.
The charts below illustrate the coverage obtained from the work performed by our audit teams.
8%
13%
14%
64% 68%
75%
(1) Coverage of profit before tax measure on an absolute basis for each component (components with a loss would be added to both the numerator and
denominator).
Overview
KEY AUDIT MATTERS
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements
of the current period and include the most significant assessed risks of material misstatement (whether or not due to fraud) that we
identified. These matters included those which had the greatest effect on the overall audit strategy, the allocation of resources in the
audit, and directing the efforts of the engagement team. These matters were addressed in the context of our audit of the financial
statements as a whole, and in our opinion thereon, and we do not provide a separate opinion on these matters.
KEY OBSERVATIONS COMMUNICATED TO THE
Market segments
RISK OUR RESPONSE TO THE RISK AUDIT COMMITTEE
Uncertain tax positions Our procedures included obtaining an We reported to the Audit Committee that
As described in note 9 to the consolidated understanding of the tax provisioning we challenged the robustness of the key
financial statements, note 1 in the processes and evaluating the design of, as management judgements around the trigger
accounting policies and in the audit well as testing, internal controls over the tax for recognition or release impacting the
committee report (page 143), the Group provisioning process. We tested controls provision and the effective tax rate. We
is subject to tax in numerous jurisdictions. over management’s review of the uncertain confirmed that we were satisfied that
Provisions related to tax totalled £239m tax position provisions recorded, including management’s judgements in relation to
as at 31 December 2022 (2021: £228m). the controls over the development of the quantum of provisions for uncertain tax
The Group’s operational structure gives significant assumptions and judgements. positions are appropriate. We noted further
rise to potential tax exposures that require that there continues to be a high degree of
Our procedures on the uncertain tax uncertainty about the eventual outcome of
management to exercise judgement in
positions were performed centrally by the
Corporate Responsibility
making determinations as to the amount many of these provisions. The notes to the
group team and supported by overseas financial statements appropriately include
of tax that is payable. The Group reports
teams including professionals with disclosure of the estimation uncertainty
cross-border transactions undertaken
specialised skills. Procedures included: related to uncertain tax positions.
between subsidiaries on an arm’s-length
(i) meeting with members of management
basis in tax returns in accordance with
responsible for tax to understand the
Organisation for Economic Co-operation
Group’s cross-border transactions, status
and Development (OECD) guidelines.
of significant provisions, and any changes
Transfer pricing relies on the exercise of
to management’s judgements in the year;
judgement and it is reasonably possible for
(ii) reading correspondence with tax
there to be a significant range of potential
authorities and external advisors and
outcomes.
obtaining an understanding of all matters
As a result, the Group has recognised considered by management to inform our
Financial review
a number of provisions against uncertain assessment of recorded estimates and
tax positions, the valuation of which evaluate the completeness of the provisions
requires significant estimation uncertainty, recorded; (iii) independently assessing
as described in note 9. management’s significant assumptions and
judgements to record or release provisions
We focused on this area due to the following tax audits, settlements and the
complexity and the subjectivity in the expiry of timeframes with reference to other
quantification of the provision and the similar tax positions the Group has
judgement around the trigger for historically held and our knowledge of
recognition or release impacting the developments in the jurisdictions in which
provision and the effective tax rate. RELX maintain tax provisions; (iv) testing
the underlying schedules for arithmetic
accuracy, as well as with reference to
Governance
applicable tax laws; and (v) evaluating
the adequacy of tax disclosures. other information
Financial statements and
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RELXAnnual Report 2022 | Financial statements and other information
Overview
Reporting threshold
An amount below which identified misstatements are considered as being clearly trivial.
We agreed with the Audit Committee that we would report to them all uncorrected audit differences in excess of £5m (2021: £4.5m),
which is set at 5% of planning materiality, as well as differences below that threshold that, in our view, warranted reporting on
qualitative grounds.
We evaluate any uncorrected misstatements against both the quantitative measures of materiality discussed above and in light of other
Market segments
relevant qualitative considerations in forming our opinion.
OTHER INFORMATION
The other information comprises the information included in the annual report set out on pages 1-151, including the Strategic Report
and Governance report, other than the financial statements and our auditor’s report thereon. The directors are responsible for the other
information contained within the annual report.
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in this
report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated.
If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise
to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there
Corporate Responsibility
is a material misstatement of the other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, the part of the directors’ remuneration report to be audited has been properly prepared in accordance with the
Companies Act 2006.
In our opinion, based on the work undertaken in the course of the audit:
the information given in the strategic report and the directors’ report for the financial year for which the financial statements are
prepared is consistent with the financial statements; and
the strategic report and the directors’ report have been prepared in accordance with applicable legal requirements.
Financial review
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the group and the parent company and its environment obtained in the course of the
audit, we have not identified material misstatements in the strategic report or the directors’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if,
in our opinion:
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received
from branches not visited by us; or
the parent company financial statements and the part of the Directors’ Remuneration Report to be audited are not in agreement with
the accounting records and returns; or
certain disclosures of directors’ remuneration specified by law are not made; or
Governance
we have not received all the information and explanations we require for our audit
Corporate Governance Statement
We have reviewed the directors’ statement in relation to going concern, longer-term viability and that part of the Corporate Governance
Statement relating to the group and company’s compliance with the provisions of the UK Corporate Governance Code specified for our
review by the Listing Rules.
Based on the work undertaken as part of our audit, we have concluded that each of the following elements of the Corporate
Governance Statement is materially consistent with the financial statements or our knowledge obtained during the audit:
Directors’ statement with regards to the appropriateness of adopting the going concern basis of accounting and any material
uncertainties identified set out on page 95;
other information
Financial statements and
Directors’ explanation as to its assessment of the company’s prospects, the period this assessment covers and why the period is
appropriate set out on page 95;
Director’s statement on whether it has a reasonable expectation that the group will be able to continue in operation and meets its
liabilities set out on page 95;
Directors’ statement on fair, balanced and understandable set out on page 144;
Board’s confirmation that it has carried out a robust assessment of the emerging and principal risks set out on page 88;
The section of the annual report that describes the review of effectiveness of risk management and internal control systems set out
on page 117; and;
The section describing the work of the audit committee set out on page 143
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RELXAnnual Report 2022 | Financial statements and other information
Responsibilities of directors
As explained more fully in the directors’ responsibilities statement set out on page 150, the directors are responsible for the preparation
of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors
determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud
or error.
In preparing the financial statements, the directors are responsible for assessing the group and parent company’s ability to continue as
a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the
directors either intend to liquidate the group or the parent company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a
high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate,
they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our
responsibilities, outlined above, to detect irregularities, including fraud. The risk of not detecting a material misstatement due to fraud is
higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or
intentional misrepresentations, or through collusion. The extent to which our procedures are capable of detecting irregularities, including
fraud is detailed below.
However, the primary responsibility for the prevention and detection of fraud rests with both those charged with governance of the
company and management.
We obtained an understanding of the legal and regulatory frameworks that are applicable to the group and determined that the
most significant are those that relate to the reporting framework (UK adopted International Accounting Standards, FRS 101, the
Companies Act 2006, UK Corporate Governance Code, the US Securities and Exchange Act of 1934 and the Listing Rules of the UK
Listing Authority) and relevant tax compliance regulations in the jurisdictions in which the Group operates and the EU General Data
Protection Regulation (GDPR).
We understood how RELX PLC is complying with those frameworks by making inquiries of management, internal audit, those
responsible for legal and compliance procedures and the company secretary. We corroborated our enquiries through our review of
Board minutes and papers provided to the Audit Committee, observations in Audit Committee meetings, as well as consideration of
the results of our audit procedures across the Group.
We assessed the susceptibility of the group’s financial statements to material misstatement, including how fraud might occur by
meeting the finance and operational management from various parts of the business to understand where it considered there was
susceptibility to fraud. We also considered performance targets and their propensity to influence on efforts made by management to
manage earnings. We considered the programmes and controls that the Group has established to address risks identified, other that
otherwise prevent, deter and detect fraud; and how senior management monitors those programmes and controls. Where the risk
was considered to be higher, specifically manual journal entries to revenue, we performed audit procedures to address the identified
fraud risk. These procedures included testing manual journals and were designed to provide reasonable assurance that the financial
statements were free from fraud or error.
Based on this understanding we designed our audit procedures to identify non-compliance with such laws and regulations. Our
procedures involved journal entry testing, with a focus on manual consolidation journals and journals indicating large or unusual
transactions based on our understanding of the business; enquiries of legal counsel, Group management, internal audit, business
area management at all full and specific scope management; and focused testing. In addition, we completed procedures to conclude
on the compliance of the disclosures in the annual report and accounts with all applicable requirements.
Any instances of non-compliance with laws and regulations were communicated by/to components and considered in our audit
approach, if applicable.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s
website at https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
RELX
RELX Annual Report 2022 | Independent auditor’s report to the members of RELX PLC 161
Overview
OTHER MATTERS WE ARE REQUIRED TO ADDRESS
Following the recommendation from the audit committee we were appointed by the company on 21 April 2016 to audit the financial
statements for the year ending 31 December and subsequent financial periods.
The period of total uninterrupted engagement including previous renewals and reappointments is seven years, covering the years
ending 2016 to 2022.
The audit opinion is consistent with the additional report to the audit committee.
Market segments
USE OF OUR REPORT
This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006.
Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them
in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to
anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we
have formed.
Corporate Responsibility
15 February 2023
Financial review
Governance
other information
Financial statements and
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RELX Annual Report 2022 | Financial statements and other information
Attributable to:
Shareholders 1,224 1,471 1,634
Non-controlling interests (16) – (2)
Net profit for the year 1,208 1,471 1,632
Overview
FOR THE YEAR ENDED 31 DECEMBER 2020 2021 2022
Note £m £m £m
Net profit for the year 1,208 1,471 1,632
Items that will not be reclassified to profit or loss:
Actuarial (losses)/gains on defined benefit pension schemes 6 (155) 321 164
Tax on items that will not be reclassified to profit or loss 9 39 (48) (43)
Total items that will not be reclassified to profit or loss (116) 273 121
Market segments
Items that may be reclassified subsequently to profit or loss:
Exchange differences on translation of foreign operations (265) 223 427
Fair value movements on cash flow hedges 17 (6) 10 (18)
Transfer to profit from cash flow hedge reserve 17 22 (9) (17)
Tax on items that may be reclassified to profit or loss 9 (4) (1) 8
Total items that may be reclassified to profit or loss (253) 223 400
Other comprehensive (loss)/ income for the year (369) 496 521
Total comprehensive income for the year 839 1,967 2,153
Attributable to:
Shareholders 855 1,967 2,155
Corporate Responsibility
Non-controlling interests (16) – (2)
Total comprehensive income for the year 839 1,967 2,153
Financial review
Governance
other information
Financial statements and
164 RELX
RELX Annual Report 2022 | Financial statements and other information
Overview
AS AT 31 DECEMBER 2021 2022
Note £m £m
Non-current assets
Goodwill 14 7,366 8,388
Intangible assets 14 3,304 3,524
Investments in joint ventures and associates 15 105 159
Other investments 15 107 127
Market segments
Property, plant and equipment 16 131 126
Right-of-use assets 22 161 145
Other receivables 19 5
Deferred tax assets 9 210 146
Net pension assets 6 46 129
Derivative financial instruments 17 52 11
11,501 12,760
Current assets
Inventories and pre-publication costs 18 253 309
Trade and other receivables 19 1,960 2,405
Derivative financial instruments 17 31 21
Cash and cash equivalents 11 113 334
Corporate Responsibility
2,357 3,069
Total assets 13,858 15,829
Current liabilities
Trade and other payables 20 3,275 4,017
Derivative financial instruments 17 2 33
Debt 21 232 870
Taxation 9 192 249
Provisions 47 18
3,748 5,187
Non-current liabilities
Derivative financial instruments 17 12 236
Financial review
Debt 21 5,935 5,860
Deferred tax liabilities 9 591 590
Net pension obligations 6 315 184
Other payables 10 3
Provisions 23 15
6,886 6,888
Total liabilities 10,634 12,075
Net assets 3,224 3,754
Governance
Shares held in treasury 23 (876) (414)
Translation reserve 250 677
Other reserves 24 2,081 1,717
Shareholders’ equity 3,232 3,776
Non-controlling interests (8) (22)
Total equity 3,224 3,754
The consolidated financial statements were approved by the Board of Directors and authorised for issue on 15 February 2023. They
were signed on its behalf by:
N L Luff
Chief Financial Officer
other information
Financial statements and
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RELXAnnual Report 2022 | Financial statements and other information
Non-
Share Share Shares held Translation Other Shareholders’ controlling Total
capital premium in treasury reserve reserves equity interests equity
Note £m £m £m £m £m £m £m £m
Balance at 1 January 2020 286 1,443 (834) 292 979 2,166 24 2,190
Total comprehensive income for
the year – – – (265) 1,120 855 (16) 839
Dividends paid 13 – – – – (880) (880) (6) (886)
Issue of ordinary shares, net of
expenses 23 – 16 – – – 16 – 16
Repurchase of ordinary shares – – (87) – – (87) – (87)
Increase in share based
remuneration reserve (net of tax) – – – – 27 27 – 27
Settlement of share awards – – 34 – (34) – – –
Acquisitions – – – – 2 2 (2) –
Exchange differences on translation
of capital and reserves – – – – – – 2 2
Balance at 1 January 2021 286 1,459 (887) 27 1,214 2,099 2 2,101
Total comprehensive income for
the year – – – 223 1,744 1,967 – 1,967
Dividends paid 13 – – – – (920) (920) (10) (930)
Issue of ordinary shares, net of
expenses 23 – 32 – – – 32 – 32
Repurchase of ordinary shares – – (1) – – (1) – (1)
Increase in share based
remuneration reserve (net of tax) – – – – 55 55 – 55
Settlement of share awards – – 12 – (12) – – –
Balance at 1 January 2022 286 1,491 (876) 250 2,081 3,232 (8) 3,224
Total comprehensive income for
the year – – – 427 1,728 2,155 (2) 2,153
Dividends paid 13 – – – – (983) (983) (9) (992)
Issue of ordinary shares, net of
expenses 23 – 26 – – – 26 – 26
Repurchase of ordinary shares – – (650) – – (650) – (650)
Purchase of shares by the employee
benefit trust 23 – – (50) – – (50) – (50)
Cancellation of shares 23 (7) – 1,127 – (1,120) – – –
Increase in share based
remuneration reserve (net of tax) – – – – 47 47 – 47
Settlement of share awards – – 35 – (35) – – –
Disposal of non-controlling interest – – – – (1) (1) – (1)
Exchange differences on translation
of capital and reserves – – – – – – (3) (3)
Balance at 31 December 2022 279 1,517 (414) 677 1,717 3,776 (22) 3,754
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 167
Overview
for the year ended 31 December 2022
Market segments
On acquisition of a subsidiary, or interest in an associate or joint venture, fair values, reflecting conditions at the date of acquisition, are
attributed to the net assets, including identifiable intangible assets acquired. Adjustments are made to bring accounting policies into line
with those of the Group. The results of subsidiaries sold or acquired are included in the consolidated financial statements up to or from
the date that control passes from or to the Group. Non-controlling interests in the net assets of the Group are identified separately from
shareholders’ equity. Non-controlling interests consist of the amount of those interests at the date of the original acquisition and the non-
controlling share of changes in equity since the date of acquisition.
The directors of RELX PLC, having made appropriate enquiries, consider that adequate resources exist for the Group to continue in
operational existence for the foreseeable future and that, therefore, it is appropriate to adopt the going concern basis in preparing the
consolidated financial information for the year ended 31 December 2022. As part of the going concern assessment the directors
considered the sufficiency of the group’s liquidity resources, including committed credit facilities, over the 18 month period to 30 June
2024. Please refer to page 95 for further disclosure in respect of going concern.
Corporate Responsibility
In preparing the Group financial statements management has considered the impact of climate change, taking into account the relevant
disclosures in the Strategic Report, including those made in accordance with the recommendations of the Taskforce on Climate-related
Financial Disclosure. This included an assessment of assets with indefinite and long lives and how they could be impacted by measures
taken to address global warming. Recognising that the Group's operations, and the use of the Group's products, have a relatively low
environmental impact, no issues were identified that would impact the carrying values of such assets or have any other material impact
on the financial statements.
The 2022 annual report and accounts presents multi-year data with the earliest period on the left and the latest period on the right.
This aligns with the approach used in our other investor relations material and allows better understanding of multi-year trends.
Accounting policies
The Group’s consolidated financial statements are prepared in accordance with UK adopted International Accounting Standards in
Financial review
conformity with the requirements of the Companies Act 2006 and International Financial Reporting Standards (IFRS) as issued by
the International Accounting Standards Board (IASB). The accounting policies under IFRS are included in the relevant notes to the
consolidated financial statements. The accounting policies below are applied throughout the financial statements and are unchanged
from those applied in preparing the consolidated financial statements for the year ended 31 December 2021.
Foreign exchange translation
The consolidated financial statements are presented in sterling.
Transactions in foreign currencies are recorded at the rate of exchange prevailing on the date of the transaction. Non-monetary assets
and liabilities that are measured at historical cost in foreign currencies are translated using the exchange rate at the date of the
transaction. At each statement of financial position date, monetary assets and liabilities that are denominated in foreign currencies are
retranslated at the rate prevailing on the statement of financial position date. Exchange differences arising are recorded in the income
statement other than where hedge accounting applies, as set out on pages 189 to 194.
Governance
Assets and liabilities of foreign operations are translated at exchange rates prevailing on the statement of financial position date. Income
and expense items and cash flows of foreign operations are translated at the average exchange rate for the period. Significant individual
items of income and expense and cash flows in foreign operations are translated at the rate prevailing on the date of transaction.
Exchange differences arising are classified as equity and transferred to the translation reserve. When foreign operations are disposed
of, the related cumulative translation differences are recognised within the income statement in the period.
The Group uses derivative financial instruments, primarily forward contracts, to hedge its exposure to certain foreign exchange risks.
Details of the Group’s accounting policies in respect of derivative financial instruments are set out on page 189.
Critical judgements and key sources of estimation uncertainty
The preparation of financial statements requires management to make judgements and estimates in the application of accounting
policies used to report the financial position, results and cash flows of the Group. The actual outcome may differ to these estimates.
other information
Financial statements and
The critical judgements and key sources of estimation uncertainty are summarised below. Further detail is provided in the notes to the
financial statements as referenced.
Critical judgements
Ŷ Capitalisation of development spend: assessing the potential value of a development project and determining the costs which are
eligible for capitalisation (see note 14)
Key sources of estimation uncertainty
Ŷ Taxation: the valuation of provisions related to uncertain tax positions (see note 9)
Ŷ Defined benefit pension obligation: determining an appropriate rate at which the future pension payments are discounted, mortality
and inflation assumptions (see note 6)
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RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 169
Overview
2 Revenue, operating profit and segment analysis (continued)
RELX is a global provider of information-based analytics and decision tools for professional and business customers. Operating in four major
market segments: Risk provides customers with information-based analytics and decision tools that combine public and industry-specific
content with advanced technology and algorithms to assist them in evaluating and predicting risk and enhancing operational efficiency;
Scientific, Technical & Medical provides information and analytics that help institutions and professionals progress science, advance
healthcare and improve performance; Legal provides legal, regulatory and business information and analytics that helps customers increase
Market segments
their productivity, improve decision-making and achieve better outcomes; and Exhibitions combines industry expertise with data and digital
tools to help customers connect digitally and face-to-face, learn amount markets, source products and complete transactions.
ANALYSIS BY BUSINESS SEGMENT Revenue Adjusted operating profit
2020 2021 2022 2020 2021 2022
£m £m £m £m £m £m
Risk 2,417 2,474 2,909 894 915 1,078
Scientific, Technical & Medical 2,692 2,649 2,909 1,021 1,001 1,100
Legal 1,639 1,587 1,782 330 326 372
Exhibitions 362 534 953 (164) 10 162
Sub-total 7,110 7,244 8,553 2,081 2,252 2,712
Unallocated central costs and other operating
items – – – (5) (42) (29)
Corporate Responsibility
Total 7,110 7,244 8,553 2,076 2,210 2,683
Exceptional costs excluded from adjusted operating profit in 2020 are disclosed on page 171. In 2021, unallocated central costs and
other operating items includes a £35m one-off charge relating to reductions in our corporate real estate footprint. In 2022, this includes
a charge of £24m relating to STM incurred from exchange rate movements from the translation of working capital items such as
accounts receivable and payable, and intercompany balances, into relevant functional currencies and the outcome of STM’s hedging
programme. The net effect of these amounts was higher in 2022 due to the extent and timing of exchange rate movements in the year
and such amounts were insignificant in 2021 and 2020.
Financial review
North America 1,921 1,224 1,119 43 4,307
Europe 327 621 338 83 1,369
Rest of world 169 847 182 236 1,434
Total revenue 2,417 2,692 1,639 362 7,110
Revenue by format
Electronic 2,387 2,326 1,422 44 6,179
Face-to-face 19 1 7 318 345
Print 11 365 210 – 586
Total revenue 2,417 2,692 1,639 362 7,110
Revenue by type
Governance
Subscriptions 944 2,048 1,287 – 4,279
Transactional 1,473 644 352 362 2,831
Total revenue 2,417 2,692 1,639 362 7,110
Revenue by format
other information
Financial statements and
Revenue by type
Subscriptions 989 1,970 1,255 – 4,214
Transactional 1,485 679 332 534 3,030
Total revenue 2,474 2,649 1,587 534 7,244
170 RELX
RELX Annual Report 2022 | Financial statements and other information
Revenue by format
Electronic 2,890 2,573 1,582 67 7,112
Face-to-face 11 5 10 886 912
Print 8 331 190 – 529
Total revenue 2,909 2,909 1,782 953 8,553
Revenue by type
Subscriptions 1,135 2,139 1,381 – 4,655
Transactional 1,774 770 401 953 3,898
Total revenue 2,909 2,909 1,782 953 8,553
* Europe includes revenue of £544m from the United Kingdom (2021: £476m; 2020: £464m).
Over half of RELX’s revenue comes from subscription arrangements, and revenue for these is generally recognised on a straight-line
basis over the time period covered by the agreement, in line with the provision of services.
There are a number of multi-year contracts, mainly in Risk, where revenue is recognised on the achievement of delivery milestones or
other specified performance obligations. As at 31 December 2022, the aggregate amount of the transaction price of such contracts
which relates to performance obligations which have not yet been delivered was approximately £100m (2021: £95m). It is expected that
revenue will be recognised in relation to this amount over the next six years.
Revenue by geographical origin from the United Kingdom in 2022 was £1,481m (2021: £1,248m; 2020: £1,176m).
ANALYSIS BY BUSINESS
SEGMENT Expenditure on
acquired goodwill and Capital expenditure Amortisation of acquired Total depreciation and
intangible assets additions intangible assets other amortisation
2020 2021 2022 2020 2021 2022 2020 2021 2022 2020 2021 2022
£m £m £m £m £m £m £m £m £m £m £m £m
Risk 822 208 155 93 83 122 192 186 204 98 93 94
Scientific, Technical &
Medical 169 58 206 94 87 103 65 63 60 148 144 119
Legal – 12 33 153 145 186 68 27 12 210 220 229
Exhibitions 6 9 – 24 24 28 51 22 20 73 30 49
Total 997 287 394 364 339 439 376 298 296 529 487 491
Capital expenditure comprises additions to property, plant and equipment and internally developed intangible assets.
Amortisation of acquired intangible assets includes amounts in respect of joint ventures of £1m (2021: £1m; 2020: nil) in Exhibitions.
Depreciation and other amortisation includes depreciation on property, plant and equipment and right-of-use assets and amortisation of
internally developed intangible assets and pre-publication costs.
In 2020, £38m of depreciation and other amortisation was classified as exceptional in Exhibitions. Excluding this amount gives total
depreciation and other amortisation of £491m for 2020.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 171
Overview
2 Revenue, operating profit and segment analysis (continued)
ANALYSIS OF NON-CURRENT ASSETS BY GEOGRAPHICAL LOCATION 2021 2022
£m £m
North America 8,657 9,821
Europe 2,123 2,193
Rest of world 413 460
Market segments
Total 11,193 12,474
Non-current assets held in the United Kingdom totalled £1,253m (2021: £1,299m; 2020: £1,158m). Non-current assets by
geographical location exclude amounts relating to deferred tax, pension assets and derivative financial instruments.
Corporate Responsibility
Reclassification of tax in joint ventures 5 7 4
Reclassification of finance income in joint ventures (1) – (2)
Exceptional costs in Exhibitions 183 – –
Adjusted operating profit 2,076 2,210 2,683
In 2020, Exhibitions incurred exceptional costs of £183m. Of the £183m exceptional costs, £135m were cash costs, of which £25m
were paid in 2022 (2021: £52m; 2020: £51m). All costs were included within administration and other expenses in the income statement.
Acquisition-related items in 2021 included a gain of £27m from the revaluation of a put and call option arrangement relating to a
non-controlling interest in a subsidiary within Legal.
The share of post-tax results of joint ventures of £19m (2021: £29m; 2020: £15m) included in operating profit comprised £10m
(2021: £19m; 2020: £10m) relating to Exhibitions, £7m (2021: £6m; 2020: £4m;) relating to Legal and £2m (2021: £4m; 2020: £1m)
relating to Risk.
Financial review
3 Operating expenses
Operating profit is stated after charging/(crediting) the following:
2020 2021 2022
Note £m £m £m
Total staff costs 5 2,555 2,549 2,906
Depreciation and amortisation
Amortisation of acquired intangible assets 14 376 297 294
Share of joint ventures’ amortisation of acquired intangible assets – 1 2
Amortisation of acquired intangible assets including joint ventures’ share 376 298 296
Amortisation of internally developed intangible assets 14 319 295 309
Governance
Depreciation of property, plant and equipment 16 60 52 47
Depreciation of right-of-use assets 88 80 63
Pre-publication amortisation 62 60 72
Total depreciation and other amortisation 2 529 487 491
Total depreciation and amortisation (including amortisation of acquired
intangibles) 905 785 787
Other expenses and income
Cost of sales including pre-publication costs and inventory expenses 2,487 2,562 3,045
Short-term and low value lease expenses 21 21 19
Operating lease rentals income (1) (1) (1)
The amortisation of acquired intangible assets is included within administration and other expenses. In 2020, £38m of depreciation and
other information
Financial statements and
other amortisation was classified as exceptional in Exhibitions. Excluding this amount gives a total depreciation and other amortisation of
£491m for 2020.
172 RELX
RELX Annual Report 2022 | Financial statements and other information
4 Auditor’s remuneration
2020 2021 2022
£m £m £m
Auditor’s remuneration
Payable to the auditors of RELX PLC 0.9 0.9 0.9
Payable to the auditors of the Group’s subsidiaries 8.3 7.7 8.2
Audit services 9.2 8.6 9.1
Audit-related assurance services 0.8 0.5 0.6
Total auditor’s remuneration 10.0 9.1 9.7
Amounts payable to the auditors of the Group’s subsidiaries include amounts for the audit of internal controls over financial reporting
in accordance with the US Sarbanes-Oxley Act. The increase in the 2022 audit fee is mainly due to foreign exchange movements.
The previously reported 2021 fees paid to EY for audit services have been revised to include additional amounts for expenses incurred
and final fees for statutory audits which took place subsequent to the audit of the RELX consolidated accounts.
5 Personnel
Accounting policy
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The fair value of share based remuneration is determined at the date of grant and recognised as an expense in the income statement
on a straight-line basis over the vesting period, taking account of the estimated number of shares that are expected to vest. Market
based performance criteria are taken into account when determining the fair value at the date of grant. Non-market based
performance criteria are taken into account when estimating the number of shares expected to vest. The fair value of share based
remuneration is determined by use of a binomial or Monte Carlo simulation model as appropriate. All of the Group’s share based
remuneration is equity settled.
The Group provides a number of share based remuneration schemes to directors and employees. The principal share based
remuneration schemes are the Executive Share Option Schemes (ESOS), the Long-Term Incentive Plan (LTIP) and the Retention Share
Plan (RSP). Share options granted under ESOS are exercisable after three years and up to ten years from the date of grant at a price
equivalent to the market value of the respective shares at the date of grant. Conditional shares granted under LTIP and RSP are
exercisable after three years for nil consideration if conditions are met. Other awards principally relate to all employee share based
saving schemes in the UK and the Netherlands. Further details are provided in the Remuneration Report on pages 121 to 142.
NUMBER OF PEOPLE EMPLOYED: FULL-TIME
EQUIVALENTS* At 31 December Average during the year
2020 2021 2022 2020 2021 2022
Business segment
Risk 9,700 10,000 10,800 9,600 9,800 10,400
Scientific, Technical & Medical 8,600 8,700 9,500 8,300 8,600 9,300
Legal 10,400 10,500 11,300 10,500 10,300 10,900
Exhibitions 3,700 3,500 3,300 4,200 3,600 3,300
Sub-total 32,400 32,700 34,900 32,600 32,300 33,900
Corporate/shared functions 800 800 800 800 800 800
Total 33,200 33,500 35,700 33,400 33,100 34,700
Geographical location
North America 14,200 14,000 14,900 14,200 13,900 14,500
Europe 9,500 9,300 9,800 9,600 9,400 9,500
Rest of world 9,500 10,200 11,000 9,600 9,800 10,700
Total 33,200 33,500 35,700 33,400 33,100 34,700
* Reported to the nearest 100.
The number of UK full-time equivalents as at 31 December 2022 was 5,800 (2021: 5,400; 2020: 5,400) and the average during
the year was 5,600 (2021: 5,400; 2020: 5,400).
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 173
Overview
6 Pension schemes
Accounting policy
The expense of defined benefit pension schemes and other post-retirement employee benefits is determined using the projected
unit credit method and charged in the income statement as an operating expense, based on actuarial assumptions reflecting market
conditions at the beginning of the financial year. Actuarial gains and losses are recognised in full in the statement of comprehensive
Market segments
income in the period in which they occur.
Past service costs and credits are recognised immediately at the earlier of when plan amendments or curtailments occur and when
related restructuring costs or termination benefits are recognised. Settlements are recognised when they occur.
Net pension obligations in respect of defined benefit schemes are included in the statement of financial position at the present value
of scheme liabilities, less the fair value of scheme assets. Where schemes are in surplus, i.e. assets exceed liabilities, the net
pension assets are separately included in the statement of financial position. Any net pension asset is limited to the extent that the
asset is recoverable.
The expense of defined contribution pension schemes and other employee benefits is charged in the income statement as incurred.
At 31 December 2022, the Group operates defined benefit pension schemes in the UK and the US. These schemes require
management to exercise judgement in: estimating the ultimate cost of providing post-employment benefits, especially given the
Corporate Responsibility
length of each scheme’s liabilities and; for funded schemes in an accounting surplus position, whether the surplus can be
recognised.
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Accounting for defined benefit pension schemes involves judgement and estimation about uncertain events, including the life
expectancy of the members, inflation and the rate at which the future pension payments are discounted. Estimates for these factors
are used in determining the pension cost and liabilities reported in the financial statements. The estimates made around future
developments of each of the critical assumptions are made in conjunction with independent actuaries. Each scheme is subject to a
periodic review by independent actuaries. The discount rate, inflation rate and mortality assumptions may have a material effect in
determining the defined benefit pension obligation and costs which are reported in the financial statements. Information regarding
the more significant assumptions used for valuation is provided below, together with a sensitivity analysis.
Financial review
A number of pension schemes are operated around the world. The largest defined benefit schemes as at 31 December 2022 were in
the UK and the US, and are summarised below.
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The UK scheme is a final salary scheme and is closed to new hires. Members accrue a portion of their final pensionable earnings based
on the number of years of service. The US scheme is a cash balance scheme and was closed to future accruals effective 1 January 2019.
Each of the major defined benefit schemes is administered by a separate fund that is legally separated from the Group. The trustees of
the pension funds in the UK and plan fiduciaries of the US scheme are required by law to act in the interest of the funds’ beneficiaries.
In the UK, the trustees of the pension fund are responsible for the investment policy with regard to the assets of the fund. The board of
trustees consists of an equal number of company-appointed and member-nominated Directors. In the US, the fiduciary duties for the
scheme are allocated between committees which are staffed by senior employees of the Group; the investment committee has the
primary responsibility for the investment and management of plan assets. The funding of the Group’s major schemes reflects the
Governance
different rules within each jurisdiction.
In the UK, the level of funding is determined by statutory triennial actuarial valuations in accordance with pensions legislation. Where the
scheme falls below 100% funded status, the Group and the scheme trustees must agree on how the deficit is to be remedied. The UK
Pensions Regulator has significant powers and sets out in codes and guidance the parameters for scheme funding. As a result of the
2021 triennial valuation, the Group’s remaining deficit funding contributions to the scheme over the period 2023 to 2024 are £76m.
The US scheme has an annual statutory valuation which forms the basis for establishing the employer contribution each year (subject to
ERISA and IRS minimums). Should the statutory funded status fall to below 100%, the US Pension Protection Act requires the deficit to
be rectified with additional contributions over a seven-year period. The US scheme’s funded status is in excess of 100%.
Employer cash contributions to defined benefit pension schemes in respect of 2023 are expected to be approximately £63m including a
£50m pension deficit funding contribution relating to the UK scheme recovery plan.
other information
Financial statements and
The pension expense (excluding interest amounts) recognised in the income statement consists of:
2020 2021 2022
£m £m £m
Defined benefit pension expense 11 24 19
Defined contribution pension expense 114 109 131
Total 125 133 150
£150m (2021: £133m; 2020: £125m) of the total pension cost is recognised within operating profit.
174 RELX
RELX Annual Report 2022 | Financial statements and other information
In 2020, the past service credit relates to changes to the US scheme allowing in-service distributions to be made.
Net interest on net defined benefit pension scheme liabilities is presented within net finance costs in the income statement.
The significant valuation assumptions, determined for each major scheme in conjunction with the respective independent actuaries,
are presented below. The net defined benefit pension expense for each year is based on the assumptions and scheme valuations set at
31 December of the prior year.
AS AT 31 DECEMBER 2020 2021 2022
UK US UK US UK US
Discount rate 1.45% 2.45% 1.95% 2.80% 4.90% 5.35%
Inflation 2.80% 2.50% 3.30% 2.50% 3.20% 2.50%
Overview
6 Pension schemes (continued)
The amount recognised in the statement of financial position in respect of defined benefit pension schemes at the start and end of
the year and the movements during the year were as follows:
2021 2022
UK US Total UK US Total
£m £m £m £m £m £m
Market segments
Defined benefit obligation
At start of year (4,668) (1,062) (5,730) (4,629) (992) (5,621)
Service cost (21) (3) (24) (16) (3) (19)
Interest on pension scheme liabilities (67) (25) (92) (89) (29) (118)
Actuarial gain on financial assumptions 155 38 193 1,809 224 2,033
Actuarial loss arising from experience assumptions (152) (1) (153) (81) (7) (88)
Contributions by employees (9) – (9) (8) – (8)
Benefits paid 133 69 202 127 54 181
Exchange translation differences – (8) (8) – (112) (112)
At end of year (4,629) (992) (5,621) (2,887) (865) (3,752)
Corporate Responsibility
At start of year 4,076 1,077 5,153 4,390 1,007 5,397
Interest income on plan assets 59 24 83 85 28 113
Return on assets excluding amounts included in
interest income 318 (39) 279 (1,573) (247) (1,820)
Contributions by employer 61 6 67 69 6 75
Contributions by employees 9 – 9 8 – 8
Benefits paid (133) (69) (202) (127) (54) (181)
Exchange translation differences – 8 8 – 114 114
At end of year 4,390 1,007 5,397 2,852 854 3,706
Financial review
Net interest on net defined benefit obligation (8) (1) (9) (4) (1) (5)
Contributions by employer 61 6 67 69 6 75
Actuarial gains/(losses) 321 (2) 319 155 (30) 125
Exchange translation differences – – – – 2 2
Net pension balance (239) 15 (224) (35) (11) (46)
Impact of asset ceiling (3) (42) (45) (5) (4) (9)
Overall net pension balance (242) (27) (269) (40) (15) (55)
As at 31 December 2022, the defined benefit obligations comprised £3,569m (2021: £5,360m) in relation to funded schemes and
£183m (2021: £261m) in relation to unfunded schemes.
The weighted average duration of defined benefit scheme liabilities is 15 years in the UK (2021: 19 years) and 9 years in the US
Governance
(2021: 11 years). Net deferred tax assets of £14m (2021: £68m) are recognised in respect of the net pension balance.
A net pension asset has been recognised in relation to the UK and US funded scheme after considering the guidance in IAS 19 –
Employee Benefits and IFRIC 14. The UK funded scheme moved into a surplus position for the first time at the interim reporting date of
30 June 2022. The split between net pension obligations and net pension assets is as follows:
2021 2022
£m £m
Net pension asset recognised 46 129
Net pension obligation (315) (184)
Overall net pension balance (269) (55)
other information
Financial statements and
176 RELX
RELX Annual Report 2022 | Financial statements and other information
In addition, a gain of £39m (2021: £2m) is recognised in the statement of comprehensive income in relation to the asset ceiling. As at
31 December 2022, the impact of the asset ceiling on the overall net pension obligation is £9m (2021: £45m). In 2022 there was a £4m
(2021: nil) foreign exchange gain on the asset ceiling.
The major categories and fair values of scheme assets at the end of the reporting period are as follows:
FAIR VALUE OF SCHEME ASSETS 2021 2022
UK US Total UK US Total
£m £m £m £m £m £m
Equities 1,595 5 1,600 272 4 276
Liability matching assets 1,704 977 2,681 899 802 1,701
Property funds and ground leases 743 – 743 651 – 651
Direct lending 208 – 208 241 – 241
Cash and cash equivalents 127 25 152 788 17 805
Other 13 – 13 1 31 32
Total 4,390 1,007 5,397 2,852 854 3,706
Included within liability matching assets of the UK scheme are asset backed securities totalling £375m (2021: £593m), other credit
assets of £199m (2021: £205m) and government bonds totalling £1,721m (2021: £1,715m) offset by interest rate swaps of £115m
(2021: £2m) and short-term sale and repurchase agreements totalling £1,284m (2021: £808m) whereby the UK scheme funds the
purchase of government bonds using existing bonds as security.
Assets and obligations associated with the schemes are sensitive to changes in the market values of assets and the market-related
assumptions used to value scheme liabilities. In particular, adverse changes to asset values, discount rates or inflation could increase
future pension costs and funding requirements.
Typically, the Group’s schemes are exposed to: investment risks, whereby actual rates of return on plan assets may be below those
rates used to determine the defined benefit obligations; and interest rate risks, whereby scheme deficits may increase if bond yields
in the UK and the US decline and are not offset by returns in liability matching and other assets. The schemes are also exposed to
other risks, such as unanticipated future increases in member longevity patterns and inflation, all potentially leading to an increase in
scheme liabilities.
Investment policies of each scheme are intended to ensure continuous payment of defined benefit pensions in the short term and long
term. Efforts are made to limit risks on marketable securities by adopting investment policies that diversify assets across geographies
and among equities, liability matching assets, property funds, cash and other assets. Asset allocations are dependent on a variety of
factors including the duration of scheme liabilities and the funded position of the plan. The primary UK scheme uses a liability driven
investment (LDI) approach for part of the portfolio, investing primarily in government bonds so that the value of scheme assets change
in the same way as the scheme’s liabilities and achieve a matching effect for the most significant plan liability assumptions of interest
rates and inflation rates.
All equities and bonds have quoted prices in active markets.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 177
Overview
6 Pension schemes (continued)
Sensitivity analysis
The valuation of the Group’s pension scheme liabilities involves significant actuarial assumptions, being the life expectancy of the
members, inflation and the rate at which the future pension payments are discounted. Differences arising from actual experience or
future changes in assumptions may materially affect future pension charges. In particular, changes in assumptions for discount rates,
inflation and life expectancies that are reasonably possible would have the following approximate effects on the defined benefit
Market segments
pension obligations:
£m
Increase/decrease of 0.5% in discount rate 225
Increase/decrease of 0.25% in the expected inflation rate 64
Increase/decrease of one year in assumed life expectancy 95
The above analysis has been calculated on the same basis used to determine the defined benefit obligation recognised in the statement
of financial position. There has been no change in the methods used to prepare the analysis compared with prior years. This sensitivity
analysis may not be representative of the actual change in the defined benefit obligation as it is unlikely that changes in the above
assumptions would occur in isolation as some of the assumptions may be correlated.
Corporate Responsibility
Accounting policy
Interest on borrowings is expensed as incurred. The cost of issuing borrowings is generally expensed over the period of borrowing
so as to produce a constant periodic rate of charge.
Financial review
Fair value losses on designated fair value hedge relationships – – (9)
Net financing charge on defined benefit pension schemes and other (11) (9) (5)
Finance costs (175) (150) (205)
Interest on bank deposits 2 1 4
Interest income on net finance lease receivables 1 – –
Fair value gains on designated fair value hedge relationships – 7 –
Finance income 3 8 4
Net finance costs (172) (142) (201)
Gains of £2m (2021: losses of £1m; 2020: gains of £3m) on derivatives designated as cash flow hedges were recognised in other
comprehensive income and accumulated in the hedge reserve, and may be reclassified to the income statement in future periods.
Losses of £1m (2021: nil; 2020: £4m) in total were transferred from the hedge reserve in the period.
Governance
8 Disposals and other non-operating items
Accounting policy
Assets of businesses that are available for immediate sale in their current condition and for which a sales process is considered
highly probable to complete are classified as assets held for sale and are carried at the lower of carrying value and fair value less
costs to sell. Fair value is based on anticipated disposal proceeds, typically derived from firm or indicative offers from potential
acquirers. Non-current assets are not amortised or depreciated following their classification as held for sale. Liabilities of businesses
held for sale are also separately classified on the statement of financial position. Fair value movements in the venture capital
portfolio are reported within disposals and other items – see note 15.
other information
Financial statements and
The revaluation of investments relates mainly to venture fund investments, further details of which are provided in note 15.
During the year, net proceeds of £9m were received on the disposal of venture fund investments. In 2021, an investment in Palantir
Technologies Inc which was valued at £173m on 31 December 2020 was disposed of in February 2021 for gross proceeds of £187m.
178 RELX
RELX Annual Report 2022 | Financial statements and other information
9 Taxation
Accounting policy
Tax expense comprises current and deferred tax. Current and deferred tax are charged or credited in the income statement except
to the extent that the tax arises from a transaction or event which is recognised, in the same or a different period, outside the
income statement (either in other comprehensive income, directly in equity, or through a business combination), in which case
the tax appears in the same statement as the transaction that gave rise to it.
Current tax is the amount of corporate income taxes expected to be payable or recoverable based on the profit for the period
as adjusted for items that are not taxable or not deductible, and is calculated using tax rates and laws that were enacted or
substantively enacted at the date of the statement of financial position. Management periodically evaluates positions taken in tax
returns with respect to situations in which applicable tax regulation is subject to interpretation. Provisions are established where
appropriate on the basis of amounts expected to be paid to the tax authorities.
Current tax includes amounts provided in respect of uncertain tax positions when management expects that, upon examination of
the uncertainty by a tax authority in possession of all relevant knowledge, it is more likely than not that an economic outflow will
occur. Changes in facts and circumstances underlying these provisions are reassessed at the date of each statement of financial
position, and the provisions are remeasured as required to reflect current information.
Deferred tax is recognised on temporary differences arising between the tax bases of assets and liabilities and their carrying
amounts in the statement of financial position. Deferred tax is calculated using tax rates and laws that have been enacted or
substantively enacted at the end of the reporting period, and which are expected to apply when the related deferred tax asset is
realised or the deferred tax liability is settled.
Deferred tax liabilities are generally recognised for all taxable temporary differences but not recognised for taxable temporary
differences arising on investments in subsidiaries, associates and joint ventures where the reversal of the temporary difference can
be controlled and it is probable that the difference will not reverse in the foreseeable future.
Deferred tax assets are recognised to the extent it is probable that taxable profits will be available against which the deductible
temporary differences can be utilised, and are reviewed at the end of each reporting period and reduced to the extent that it is no
longer probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered. The availability of
suitable taxable profit is considered probable when an entity has taxable temporary differences (i.e. deferred tax liabilities) relating
to the same taxation authority and the same taxable entity, that are expected to reverse in the same period as the deductible
temporary difference or unused tax losses or credit.
Deferred tax assets and liabilities are not recognised in respect of temporary differences that arise on initial recognition of assets
and liabilities acquired other than in a business combination. Deferred tax is not discounted.
When the acquisition of an asset qualifies to be accounted for as a business combination, deferred tax is generally required to be
recognised on the difference between the tax base and the book base of the assets and liabilities acquired and assumed. The
assets acquired often include identifiable intangible assets as well as goodwill. In many jurisdictions, the manner in which a business
combination is effected will impact the tax deductibility and therefore the deferred tax recognised in relation to such intangibles
and goodwill.
In an ‘asset acquisition’, where the buyer acquires the trade and assets of a business, there is often a tax deduction available for the
amortisation of the identifiable intangible assets and sometimes for the goodwill. In this situation, deferred tax is recognised on the
difference between the tax base and the book base of the assets.
In a ‘share acquisition’, where the buyer acquires the share capital of a legal entity that continues to own the trade and assets,
tax deductions for amortisation are usually not available. Intangibles which do not qualify for tax deductions therefore give rise to a
deferred tax liability. However, deferred tax liabilities are not recognised on temporary differences that arise from goodwill where
that is not deductible for tax purposes.
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The Group is subject to tax in numerous jurisdictions, giving rise to complex tax issues. As a multinational enterprise, our tax returns
in the countries in which we operate are subject to tax authority audits as a matter of routine. While the Group is confident that tax
returns are appropriately prepared and filed, amounts are provided in respect of uncertain tax positions that reflect the risk with
respect to tax matters under active discussion with tax authorities, or which are otherwise considered to involve uncertainty.
The valuation of provisions required in relation to uncertain tax positions involves estimation. Provisions against uncertain tax
positions are measured using one of the following methods, depending on which of the methods management expects will better
predict the amount it will pay over to the tax authority:
Ŷ The Single Best Estimate – where there is a single outcome that is more likely than not to occur. This will happen, for example,
where the tax outcome is binary (such as whether an entity can deduct an item of expenditure) or the range of possible
outcomes is narrow or concentrated on a single value. The most likely outcome may be that no tax is expected to be payable,
in which case the provision is nil; or
Ŷ A Probability-Weighted Expected Value – where, on the balance of probabilities, something will be paid to the tax authority but
the possible outcomes are widely dispersed with low individual probabilities (i.e. there is no single outcome more likely than not
to occur). In this case, the provision is the sum of the probability-weighted amounts in the range.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 179
Overview
9 Taxation (continued)
In assessing provisions against uncertain tax positions, management uses in-house tax experts, professional firms and previous
experience to inform the evaluation of risk. However, it remains possible that uncertainties will ultimately be resolved at amounts
greater or smaller than the liabilities recorded.
In particular, although we report cross-border transactions undertaken between Group subsidiaries on an arm’s-length basis in tax
Market segments
returns in accordance with OECD guidelines, transfer pricing relies on the exercise of judgement and it is frequently possible for
there to be a range of legitimate and reasonable views. This means that it is impossible to be certain that the returns basis will be
sustained on examination. Discussions with tax authorities relating to cross-border transactions and other matters are ongoing in a
number of our major trading jurisdictions. Although the timing and amount of final resolution of these uncertain tax positions cannot
be reliably predicted, no significant impact on the results of the Group is expected in the next year or foreseeable future.
Estimation of income taxes also includes assessments of the recoverability of deferred tax assets, consistent with the Group’s
forecasts and annual strategy plan used in the preparation of the annual report and accounts. Deferred tax assets are only
recognised to the extent that they are considered recoverable based on existing tax laws and forecasts of future taxable profits
against which the underlying tax deductions can be utilised. The recoverability of these assets is reassessed at the end of each
reporting period, and changes in recognition of deferred tax assets will affect the tax liability in the period of that reassessment.
Corporate Responsibility
2020 2021 2022
£m £m £m
Current tax
United Kingdom (80) (46) (102)
Rest of world (184) (376) (432)
Total current tax charge (264) (422) (534)
Deferred tax (11) 96 53
Tax expense (275) (326) (481)
Cash tax paid (net) in the year was £495m (2021: £342m; 2020: £496m), which is different to the tax expense for the year set out
above.
There are a number of reasons why the cash tax payments in a particular year will be different from the tax expense in the accounts:
Financial review
Ŷ Tax payments relating to a particular year’s profits are typically due partly in the year and partly in the following year. In 2020 there
was an acceleration of instalment payments in the UK.
Ŷ Tax expense includes deferred tax, an accounting adjustment where an item is included in the income statement in one year but is
taxed in another year. The acquisition of intangible assets often results in deferred tax liabilities, the unwind of which does not result
in tax payments.
Ŷ Current tax expense is the best estimate at the end of the period of cash tax expected to be paid. To the extent the final tax liability
is different, any cash tax impact will occur in a later period.
Ŷ Some of the benefits of tax deductions related to share based payments, pensions and hedging are credited to equity or other
comprehensive income rather than to tax expense.
Set out below is a reconciliation of the difference between tax expense for the period and the theoretical expense calculated by
multiplying accounting profit by the applicable tax rate.
Governance
We believe the most meaningful applicable rate is that obtained by multiplying the accounting profits and losses of all consolidated
entities by the applicable domestic rate in each of those entities’ jurisdictions.
The net tax expense charged on profit before tax differs from the theoretical amount that would arise using the weighted average of tax
rates applicable to accounting profits and losses of the consolidated entities, as follows:
2020 2021 2022
£m % £m % £m %
Profit before tax 1,483 1,797 2,113
Tax at average applicable rates (331) 22.3 % (418) 23.3 % (498) 23.6 %
Tax effect of share of results of joint ventures 3 (0.2)% 6 (0.3)% 3 (0.1)%
Income not taxable and expenses not deductible 18 (1.2)% 24 (1.4)% 21 (1.0)%
Non-deductible costs of share based remuneration (2) 0.1 % (2) 0.1 % (1) 0.0 %
other information
Financial statements and
Non-deductible disposal-related gains and losses (2) 0.1 % 1 (0.1)% (2) 0.1 %
Deferred tax assets of the period not recognised (19) 1.3 % (8) 0.4 % (17) 0.8 %
Change in recognition and measurement of
deferred tax 14 (0.9)% 25 (1.4)% 5 (0.2)%
Movements in provisions and prior year items 44 (3.0)% 46 (2.5)% 8 (0.4)%
Tax expense (275) 18.5 % (326) 18.1 % (481) 22.8 %
180 RELX
RELX Annual Report 2022 | Financial statements and other information
9 Taxation (continued)
The weighted average applicable tax rate for the year was 23.6% (2021: 23.3%; 2020: 22.3%), reflecting the applicable rates in the
countries where the Group operates. The Group’s future tax charge will be sensitive to the geographic mix of profits and losses and the
tax rates and laws in force in the jurisdictions in which we operate.
In the US, the Inflation Reduction Act enacted in August 2022 introduced a corporate alternative minimum tax. Based on initial
guidance, this is not expected to have any material impact on the Group. We will continue to monitor developments.
In the UK, an increase in the corporation tax rate from 19% to 25% from April 2023 was enacted in 2021. In the Netherlands, an
increase in the corporation tax rate from 25% to 25.8% from 2022 and changes to loss recognition rules were also enacted in 2021. In
total, the deferred tax effect of changes in tax rates for the year was a tax credit of £3m (2021: £8m; 2020: £14m) in the income statement.
The effective tax rate of 22.8% (2021: 18.1%; 2020: 18.5%) was lower than the weighted average applicable rate of 23.6%. Income not
taxable and expenses not deductible include a credit of £13m (2021: £15m; 2020: £16m) relating to research and development and nil
(2021: £7m; 2020: £19m) relating to the revaluation of a put and call option arrangement. In 2021, the change in recognition and
measurement of deferred tax includes the deferred tax effect of tax rate increases in the UK and the Netherlands of £8m and changes
to loss recognition rules in the Netherlands of £15m. In 2020 and 2021, there were tax credits arising from the substantial resolution of
prior year tax matters.
The following tax has been recognised in other comprehensive income or directly in equity during the year:
2020 2021 2022
£m £m £m
Tax on items that will not be reclassified to profit or loss
Tax on actuarial movements on defined benefit pension schemes 39 (48) (43)
The £43m tax charge (2021: £48m) on actuarial movements on defined benefit pension schemes includes a £2m tax charge (2021:
£13m tax credit) reflecting the revaluation of pension related deferred tax balances to the UK corporation tax rate of 25% (previously
19%) enacted in 2021.
2021 2022
£m £m
Current tax assets 10 15
Current tax liabilities (192) (249)
Total (182) (234)
Current tax assets and liabilities are net amounts in countries where there is a legally enforceable right to offset assets and liabilities on a
net basis.
The Group maintained provisions for uncertain tax positions. The total carrying amount of these provisions of £239m (2021: £228m) is
comprised of a number of individually immaterial amounts. It is not expected that any resolution of the matters to which the provisions
relate, or changes in assumptions relating to the provisions, will have a material impact on the Group’s financial results in the next year.
2021 2022
£m £m
Deferred tax assets 210 146
Deferred tax liabilities (591) (590)
Total (381) (444)
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 181
Overview
9 Taxation (continued)
Movements in deferred tax liabilities and assets (before taking into consideration the offsetting of balances within the same jurisdiction)
are summarised as follows:
Deferred tax liabilities Deferred tax assets
Acquired Other Acquired Tax losses Other
intangible temporary intangible carried Pension temporary
Market segments
assets differences assets forward balances differences Total
£m £m £m £m £m £m £m
Deferred tax (liability)/asset at
1 January 2021 (710) (283) 174 99 125 200 (395)
Credit/(charge) to profit 53 86 (9) 4 (8) (30) 96
(Charge)/credit to equity/other
comprehensive income – – – – (48) 7 (41)
Acquisitions (33) – – 6 – – (27)
Exchange translation differences (4) 1 (8) (2) (1) – (14)
Deferred tax (liability)/asset at
1 January 2022 (694) (196) 157 107 68 177 (381)
Credit/(charge) to profit 62 20 (30) (17) (10) 28 53
(Charge)/credit to equity/other
comprehensive income – (32) – – (10) 3 (39)
Corporate Responsibility
Acquisitions (32) – – 19 – – (13)
Exchange translation differences (71) (23) 5 9 1 15 (64)
Deferred tax (liability)/asset at
31 December 2022 (735) (231) 132 118 49 223 (444)
The closing deferred tax liability balance of other temporary differences includes those relating to capitalised development costs of
£165m (2021: £161m) and pension surplus of £32m (2021: nil). The closing deferred tax asset balance of other temporary differences
includes those relating to accruals and provisions of £118m (2021: £92m), share based remuneration provisions of £41m (2021: £41m)
and intercompany interest of £14m (2021: £13m).
As a result of exemptions on dividends from subsidiaries and capital gains on disposal there are no significant taxable temporary
differences associated with investments in subsidiaries, branches, associates and interests in joint arrangements.
While a number of entities in Exhibitions suffered losses due to the impact of Covid-19 over the last few years, in no individual country
Financial review
were they material. Following the return to profitability in the Exhibitions business, it is expected that the remaining trading losses will be
substantially utilised in the next year. Other deferred tax assets have been recognised including for losses in the US and Netherlands,
the majority of which are expected to have been utilised by 2031.
Deferred tax assets in respect of tax losses and other deductible temporary differences have only been recognised to the extent that it is
more likely than not that sufficient taxable profits will be available to allow the asset to be recovered.
Tax losses and temporary differences for which no deferred tax asset was recognised:
2021 2022
£m £m £m £m
Gross amount Tax effected Gross amount Tax effected
Trading losses and temporary differences expiring
Governance
Within 10 years 100 29 123 35
More than 10 years – – 1 –
Available indefinitely 187 50 208 58
Total 287 79 332 93
State and local tax losses expiring
Within 10 years 27 2 19 1
More than 10 years 46 4 89 6
Available indefinitely – – – –
Total 73 6 108 7
Capital losses expiring
Within 10 years – – – –
More than 10 years – – – –
other information
Financial statements and
Available indefinitely 22 5 22 5
Total 22 5 22 5
182 RELX
RELX Annual Report 2022 | Financial statements and other information
ADJUSTED EARNINGS
PER SHARE 2020 2021 2022
Adjusted net Weighted Adjusted net Weighted Adjusted net Weighted
profit average profit average profit average
attributable to number Adjusted attributable to number Adjusted attributable to number Adjusted
shareholders of shares EPS shareholders of shares EPS shareholders of shares EPS
£m (millions) (pence) £m (millions) (pence) £m (millions) (pence)
Adjusted earnings per
share 1,543 1,926.2 80.1p 1,689 1,928.0 87.6p 1,961 1,918.5 102.2p
RECONCILIATION OF ADJUSTED NET PROFIT ATTRIBUTABLE TO RELX PLC SHAREHOLDERS
Overview
11 Statement of cash flows
Accounting policy
Cash and cash equivalents comprise cash balances, call deposits and other short-term highly liquid investments and are held in the
statement of financial position at fair value.
Market segments
RECONCILIATION OF OPERATING PROFIT TO CASH GENERATED FROM OPERATIONS 2020 2021 2022
£m £m £m
Operating profit 1,525 1,884 2,323
Share of results of joint ventures (15) (29) (19)
Amortisation of acquired intangible assets 376 297 294
Amortisation of internally developed intangible assets 319 295 309
Amortisation of pre-publication costs 62 60 72
Depreciation of property, plant and equipment 60 52 47
Depreciation of right-of-use assets 88 80 63
Share based remuneration 25 45 46
Total non-cash items 930 829 831
Increase in inventories and pre-publication costs (80) (73) (103)
Corporate Responsibility
(Increase)/decrease in receivables 149 (103) (251)
(Decrease)/increase in payables (245) (32) 280
Increase in working capital (176) (208) (74)
Cash generated from operations 2,264 2,476 3,061
Financial review
RECONCILIATION OF NET DEBT Related
Cash and derivative Finance
cash financial lease
2020 2021 equivalents Debt instruments receivable 2022
£m £m £m £m £m £m £m
At start of year (6,191) (6,898) 113 (6,167) 35 2 (6,017)
Governance
Repayment of term debt 1,233 431 – 35 – – 35
Repayment of leases 90 76 – 79 – (1) 78
Change in net debt resulting from
cash flows (634) 733 208 (182) – (1) 25
Borrowings in acquired businesses (3) – – (3) – – (3)
Remeasurement and derecognition of leases (8) (4) – (5) – – (5)
Inception of leases (24) (24) – (34) – 5 (29)
Fair value and other adjustments to debt and
related derivatives (4) 2 – 230 (245) – (15)
Exchange translation differences (34) 174 13 (569) (3) (1) (560)
At end of year (6,898) (6,017) 334 (6,730) (213) 5 (6,604)
other information
Financial statements and
Net debt comprises cash and cash equivalents, loan capital, lease liabilities and receivables, promissory notes, bank and other loans
and derivative financial instruments that are used to hedge certain borrowings. The Group monitors net debt as part of capital and
liquidity management.
184 RELX
RELX Annual Report 2022 | Financial statements and other information
12 Acquisitions
Accounting policy
Goodwill, being the excess of the consideration over the net tangible and intangible assets acquired, represents benefits which do
not qualify for recognition as intangible assets, including: the ability of a business to generate higher returns than individual assets;
skilled workforces; and acquisition synergies that are specific to the Group. In addition, goodwill arises on the recognition of
deferred tax liabilities in respect of intangible assets for which amortisation does not qualify for tax deductions.
During the year, a number of acquisitions were made. The net assets of the businesses acquired are incorporated at their fair value to
the Group. The fair values of the consideration given and of the assets and liabilities acquired are summarised below.
Fair value Fair value Fair value
2020 2021 2022
£m £m £m
Goodwill 570 131 269
Intangible assets 427 156 125
Property, plant and equipment 3 1 1
Other non-current assets 1 – 3
Current assets 20 4 8
Current liabilities (24) (16) (21)
Borrowings (3) – (3)
Deferred tax (90) (27) (13)
Net assets acquired 904 249 369
Consideration (after taking account of £6m net cash acquired (2020: £29m;
2021: £8m)) 904 249 369
Change in consideration deferred to future years and changes in contingent consideration
relating to prior year acquisitions (40) (14) 4
Net cash flow 864 235 373
During 2022, RELX completed several acquisitions for total consideration of £443m (2021: £255m), or £437m (2021: £249m) adjusted
for cash acquired. This includes the acquisition of investments in joint ventures and associates of £61m. Refer to note 15 for further details.
The businesses acquired in 2022 contributed £19m to revenue, decreased adjusted operating profit by £5m, decreased net profit by
£24m (after charging £19m of integration costs and amortisation of acquired intangibles) and decreased net cash inflow from operating
activities for the part year under the Group’s ownership and before taking account of acquisition financing costs by £4m. Had the
businesses been acquired at the beginning of the year, on a pro forma basis the Group revenues, adjusted operating profit and net
profit attributable to RELX PLC shareholders for the year would have been £8,567m, £2,679m and £1,626m respectively, before taking
account of acquisition financing costs.
13 Equity dividends
ORDINARY DIVIDENDS PAID IN THE YEAR 2020 2021 2022
£m £m £m
RELX PLC 880 920 983
Ordinary dividends declared and paid in the year ended 31 December 2022, in amounts per ordinary share, comprise: a 2021 final
dividend of 35.5p (2021: 33.4p; 2020: 32.1p) and a 2022 interim dividend of 15.7p (2021: 14.3p; 2020: 13.6p), giving a total of 51.2p
(2021: 47.7p; 2020: 45.7p;).
The Directors of RELX PLC have proposed a final dividend of 38.9p (2021: 35.5p; 2020: 33.4p), giving a total for the financial year of
54.6p (2021: 49.8p; 2020: 47.0p). The total cost of funding the proposed final dividend is expected to be £743m, for which no liability
has been recognised at the statement of financial position date.
The Employee Benefit Trust has currently waived the right to receive dividends on RELX PLC shares. This waiver has been applied to
dividends paid in 2020, 2021 and 2022.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 185
Overview
14 Intangible assets
Accounting policy
On acquisition of a subsidiary or business, the purchase consideration is allocated between the net tangible and intangible assets
other than goodwill on a fair value basis, with any excess purchase consideration representing goodwill. Goodwill is carried at fair
value as at the date of acquisition less impairment charges. Acquired intangible assets are carried at their fair value as at the date of
acquisition less accumulated amortisation (including impairment). On disposal of a subsidiary or business, the attributable amount of
Market segments
goodwill is included in the determination of profit or loss recognised in the income statement.
Management judgement is required to identify intangible assets acquired as part of business combinations which comprise:
market-related assets (e.g. trademarks, imprints, brands); customer-related assets (e.g. subscription bases, customer lists,
customer relationships); editorial content; software and systems (e.g. application infrastructure, product delivery platforms,
in-process research and development); and other intangible assets mainly comprising contract and rights-related assets.
The valuation of acquired intangible assets represents the estimated economic value in use, using standard valuation
methodologies, including as appropriate, discounted cash flow and comparable market transactions. Judgements involved in
estimating valuation of the intangible assets include growth in cash flows over the forecast period, the long-term growth rate
assumed thereafter and the discount rate applied to the forecast cash flows.
The selection of appropriate amortisation periods for acquired intangible assets requires management to assess the longevity of
brands and imprints, the strength and stability of customer relationships, the market positions of the acquired intangible assets and
Corporate Responsibility
the technological and competitive risks that they face. Certain intangible assets are in relation to acquired science and medical
publishing businesses that have been determined to have indefinite lives. The longevity of these assets is evidenced by their long-
established and well regarded journal titles, and their characteristically stable market positions. Intangible assets, other than journal
titles determined to have indefinite lives, are amortised on a straight-line basis over their estimated useful lives. The estimated useful
lives of intangible assets with finite lives are:
Ŷ Market-related assets – 1 to 40 years
Ŷ Customer-related assets – 1 to 20 years
Ŷ Editorial content – 1 to 40 years
Ŷ Software and systems – 1 to 10 years
Ŷ Other – 3 to 20 years
Journal titles determined to have indefinite lives are not amortised and are subject to impairment review at least annually, including a
Financial review
review of events and circumstances to ensure that they continue to support an indefinite useful life.
Internally developed intangible assets typically comprise software and systems development where an identifiable asset is created
that is probable to generate future economic benefits and are carried at cost less accumulated amortisation. Internally developed
intangible assets are amortised on a straight line basis over their estimated useful lives of three to 15 years. Impairment reviews are
carried out at least annually or where indicators of impairment are identified.
,PSDLUPHQWUHYLHZV
Goodwill and acquired intangible assets with an indefinite life are allocated to cash generating units (CGUs) and tested for
impairment at least annually or when there is an indicator that the asset may be impaired. An impairment loss is recognised in the
income statement in administration and other expenses to the extent the carrying value of goodwill exceeds its recoverable amount
and not subsequently reversed. The recoverable amount is the higher of fair value less costs to sell and value in use. The carrying
amounts of all other intangible assets are reviewed where there are indications of possible impairment.
Governance
An impairment review involves a comparison of the carrying value of the asset with estimated values in use based on the latest
management cash flow projections, approved by the Board. Key areas of judgement in estimating the values in use of businesses
are the growth in cash flows over a forecast period of up to five years, the long-term growth rate assumed thereafter and the
discount rate applied to the forecast cash flows. These calculations require the use of estimates in respect of forecast cash flows
and discount rates. Where the asset does not generate cash flows that are independent from other assets, value in use estimates
are made based on the cash flows of the CGU to which the asset belongs.
&ULWLFDOMXGJHPHQWVDQGNH\VRXUFHVRIHVWLPDWLRQXQFHUWDLQW\
Acquired intangible assets
In 2022, the identification of intangible assets was not considered to be a critical judgement and estimates used in determination of
future cash flows and discount rate used in the valuation of intangible assets were not considered to be a key source of estimation
uncertainty which could give rise to a risk of material adjustment in the next 12 months given the size and quantum of acquisitions
completed during the year.
other information
Financial statements and
Development spend
Development spend encompasses investment in new products and other initiatives, ranging from the building of online delivery
platforms, to launch costs of new services, to building new infrastructure and applications. Launch costs and other ongoing
operating expenses of new products and services are expensed as incurred. The costs of building product applications, platforms
and infrastructure are capitalised as internally generated intangible assets, where the investment they represent has demonstrable
value and the technical and commercial feasibility is assured. Costs eligible for capitalisation must be incremental, clearly identified
and directly attributable to a particular project. The resulting assets are amortised over their estimated useful lives. Judgement is
required in the assessment of the potential value of a development project, the identification of costs eligible for capitalisation and
the selection of appropriate asset lives. Where indicators of impairment are identified, estimates relating to the future cash flows and
discount rates used in calculating the value in use of the intangible asset may have a material effect on the reported amounts of
intangible assets.
186 RELX
RELX Annual Report 2022 | Financial statements and other information
ACCUMULATED AMORTISATION
As at 1 January 2021 – 1,323 1,054 514 414 2,338 5,643 2,007 7,650
Charge for the year* – 109 79 39 54 16 297 295 592
Disposals and other – (2) (6) 1 – (23) (30) (19) (49)
Exchange translation differences – 8 5 2 (1) (12) 2 (23) (21)
At 1 January 2022 – 1,438 1,132 556 467 2,319 5,912 2,260 8,172
Charge for the year* – 121 78 29 53 13 294 309 603
Disposals and other – (2) (4) (5) 5 (9) (15) (78) (93)
Exchange translation differences – 161 126 37 47 177 548 194 742
At 31 December 2022 – 1,718 1,332 617 572 2,500 6,739 2,685 9,424
The carrying amount of goodwill is shown after cumulative amortisation of £1,253m (2021: £1,144m), which was charged prior to the
adoption of IFRS, and £9m (2021: £8m) of subsequent impairment charges recorded in prior years.
The Legal business has £735m (2021: £663m) of capitalised development costs associated with platforms and infrastructure.
Included in market-related intangible assets are £125m (2021: £112m) of journal titles relating to Scientific, Technical & Medical
determined to have indefinite lives based on an assessment of their historical longevity and stable market positions.
Impairment review
There were no charges for impairment of goodwill or indefinite lived intangible assets in 2022 (2021: nil).
Goodwill and indefinite lived intangible assets are compiled and assessed among groups of CGUs, which represent the lowest level at
which goodwill is monitored by management. Typically, acquisitions are integrated into existing business areas, and the goodwill arising
is allocated to the groups of CGUs that are expected to benefit from the synergies of the acquisition. As the business areas have
become increasingly integrated and globalised, the current CGU allocation reflects the global leverage of assets, skills, knowledge and
technology platforms, and the monitoring of goodwill by management.
GOODWILL 2021 2022
£m £m
Risk 3,675 4,167
Scientific, Technical & Medical 1,683 2,015
Legal 1,406 1,572
Exhibitions 602 634
Total 7,366 8,388
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 187
Overview
14 Intangible assets (continued)
The key assumptions used for each group of CGUs are disclosed below:
KEY ASSUMPTIONS 2021 2022
Nominal Nominal
Pre-tax long-term Pre-tax long-term
discount market discount market
Market segments
rate growth rate rate growth rate
Risk 9.8 % 3% 11.2% 4%
Scientific, Technical & Medical 9.1 % 3% 10.5% 3%
Legal 9.9 % 2% 10.9% 3%
Exhibitions 11.7% 3% 13.0% 4%
The pre–tax discount rates used are based on the Group’s weighted average cost of capital, adjusted to reflect a risk premium specific
to each business. A post-tax discount rate was applied to post-tax cash flows. The equivalent pre-tax discount rate has been estimated
by grossing up the post-tax rate. The Group’s weighted average cost of capital is derived from a risk free rate, a market risk premium,
a risk adjustment (beta) and a cost of debt adjustment. The discount rates and the cash flow projections are in nominal terms and
therefore, take into account the impact of inflation. The Group’s weighted average cost of capital was calculated as at 30 September 2022
when the impairment review was performed, and there were no indicators of impairment in the intervening period to 31 December 2022.
Corporate Responsibility
The key assumptions within the forecast growth in the cash flows over a forecast period of up to five years are revenue growth,
operating margin and cash conversion. Revenue growth and operating profit margin forecasts for each CGU are derived from past
results adjusted by management based on salient current and future considerations. Cash conversion rates for each CGU are based on
historical cash conversion rates. Nominal long-term market growth rates, which are applied after the forecast period of up to five years,
do not exceed the long-term average growth prospects for the sectors and territories in which the businesses operate.
A sensitivity analysis has been performed based on changes in key assumptions considered to be reasonably possible by management:
increases in the discount rate of 1.5%; a decrease in the compound annual growth rate for cash flow in the five-year forecast period of
2.0; a decrease in the nominal long-term market growth rates of 1%; and a combined increase in discount rate of 1% and a decrease
in the nominal long-term market growth rates of 1%. These sensitivity analyses show that no impairment charges would result from
these scenarios.
15 Investments
Financial review
Accounting policy
Investments, other than investments in joint arrangements and associates, are stated in the statement of financial position at fair
value. Changes in the fair value of investments held as part of the venture capital portfolio are reported in disposals and other
non-operating items in the income statement. All items recognised in the income statement relating to investments, other than
investments in joint arrangements and associates, are reported as disposals and other non-operating items.
Venture capital investments and equity investments represent interests in listed and unlisted securities. The fair value of listed
securities is based on quoted prices in active markets. The fair value of unlisted securities is based on management’s estimate of
fair value based on standard valuation techniques, including market comparisons and discounts of future cash flows, having regard
to maximising the use of observable inputs and adjusting for risk. Advice from valuation experts is used as appropriate.
Governance
All joint arrangements are classified as joint ventures because the Group shares joint control and has rights to the net assets of the
arrangements. Investments in joint ventures and associates are accounted for under the equity method and stated in the statement
of financial position at cost as adjusted for post-acquisition changes in the Group’s share of net assets, less any impairment in value.
2021 2022
£m £m
Investments in joint ventures and associates 105 159
Venture capital investments 107 127
Total 212 286
The value of venture capital investments and equity investments has been determined by reference to quoted prices in active markets,
other observable market inputs or, when these are not available, by reference to inputs we believe would reflect the assumptions market
participants would use.
other information
Financial statements and
188 RELX
RELX Annual Report 2022 | Financial statements and other information
15 Investments (continued)
An analysis of changes in the carrying value of investments in joint ventures and associates is set out below:
2021 2022
£m £m
At start of year 103 105
Share of results of joint ventures 29 19
Dividends received from joint ventures (20) (33)
Acquisitions – 62
Disposals and other (4) 1
Exchange translation differences (3) 5
At end of year 105 159
Summarised aggregate information in respect of the Group’s share of joint ventures and associates is set out below:
RELX’s share
2021 2022
£m £m
Revenue 78 55
Net profit for the year 29 19
The Group’s consolidated other comprehensive income includes no income or losses relating to joint ventures and associates in 2022
and 2021.
2021 2022
Land and Fixtures and Land and Fixtures and
buildings equipment Total buildings equipment Total
£m £m £m £m £m £m
Cost
At start of year 206 527 733 167 516 683
Acquisitions – 1 1 1 – 1
Capital expenditure 5 23 28 3 33 36
Disposals (43) (32) (75) (19) (140) (159)
Exchange translation differences (1) (3) (4) 14 43 57
At end of year 167 516 683 166 452 618
Accumulated depreciation
At start of year 143 428 571 111 441 552
Charge for the year 6 46 52 6 41 47
Disposals (37) (31) (68) (12) (142) (154)
Exchange translation differences (1) (2) (3) 10 37 47
At end of year 111 441 552 115 377 492
Overview
17 Financial instruments
Accounting policy
Financial instruments comprise investments (other than investments in joint ventures or associates), trade receivables, cash and
cash equivalents, payables and accruals, borrowings and derivative financial instruments.
Investments (other than investments in joint ventures and associates) are described in note 15. The fair value of such investments
Market segments
is based on standard valuation techniques, including market comparisons and discounts of future cash flows, having regard to
maximising the use of observable inputs and adjusting for risk. (These investments are typically classified as either Level 2 or 3 in
the IFRS 13 fair value hierarchy.)
Trade receivables are carried in the statement of financial position at invoiced value less allowance for expected credit losses.
Expected credit losses are based on the ageing of trade receivables, experience and circumstance. Borrowings and payables are
recorded initially at fair value and subsequently carried at amortised cost (other than fixed rate borrowings in designated hedging
relationships for which the carrying amount of the hedged portion of the borrowings is subsequently adjusted for the gain or loss
attributable to the hedged risk).
Derivative financial instruments are used to hedge interest rate and foreign exchange risks. Where an effective hedge is in place
against changes in the fair value of fixed rate borrowings, the hedged borrowings are adjusted for changes in fair value attributable
to the risk being hedged with a corresponding income or expense included in the income statement within finance costs. The
Corporate Responsibility
offsetting gains or losses from remeasuring the fair value of the related derivatives are also recognised in the income statement
within finance costs. When the related derivative expires, is sold or terminated, or no longer qualifies for hedge accounting, the
cumulative change in fair value of the hedged borrowing is amortised in the income statement over the period to maturity of the
borrowing using the effective interest method.
Changes in the fair value of derivative financial instruments that are designated and effective as hedges of future cash flows are
recognised (net of tax) in other comprehensive income and accumulated in the hedge reserve. The fair value amounts relating to
foreign currency basis spreads are recorded in a separate component of equity in the cost of hedging reserve. If a hedged firm
commitment or forecasted transaction results in the recognition of a non-financial asset or liability, then, at the time that the asset or
liability is recognised, the associated gains or losses on the derivative that had previously been recognised in other comprehensive
income are included in the initial measurement of the asset or liability. For hedges that do not result in the recognition of an asset or
a liability, amounts deferred in the hedge reserve are recognised in the income statement in the same period in which the hedged
Financial review
item affects net profit or loss. Any ineffective portion of hedges is recognised immediately in the income statement.
Cash flow hedge accounting is discontinued when a hedging instrument expires or is sold, terminated or exercised, or no longer
qualifies for hedge accounting. At that time, any cumulative gain or loss on the hedging instrument recognised in other
comprehensive income is either retained in the hedge reserve until the firm commitment or forecasted transaction occurs, or,
where a hedged transaction is no longer expected to occur, is immediately credited or expensed in the income statement.
Derivative financial instruments that are not designated as hedging instruments are recorded in the statement of financial position
at fair value, with changes in fair value recognised in the income statement.
The fair values of derivative financial instruments represent the replacement costs calculated using observable market rates of
interest and exchange. The fair value of long-term borrowings is calculated by discounting expected future cash flows at observable
market rates. (These instruments are accordingly classified as Level 2 in the IFRS 13 fair value hierarchy.)
Governance
The main financial risks faced by the Group are liquidity risk, market risk – comprising interest rate risk and foreign exchange risk – and
credit risk. Financial instruments are used to finance the Group’s businesses and to manage interest rate and foreign exchange risks.
The Group’s businesses do not enter into speculative derivative transactions. Details of financial instruments subject to liquidity, market
and credit risks are described below.
Liquidity risk
The Group maintains a range of borrowing facilities and debt programmes to fund its requirements at competitive rates.
The balance of long-term debt, short-term debt and committed bank facilities is managed to provide security of funding, taking into
account the cash generation cycle of the business and the uncertain size and timing of acquisition spend. To accommodate the
significant free cash flow generated by the Group and to capitalise on an inexpensive source of funding, a meaningful portion of the
overall debt portfolio is typically kept short term as long as there exists acceptable liquidity in the commercial paper markets and
other information
Financial statements and
sufficient capacity under committed credit lines. The Group’s treasury policies ensure adequate liquidity by requiring that (a) no more
than $2bn of term debt matures in any 12-month period, (b) the sum of term debt maturing over the ensuing 12 months plus short-term
borrowings is less than the sum of available cash plus committed facilities and (c) minimum levels of borrowing with maturities over
three and five years are maintained.
The treasury policies ensure debt efficiency by (a) targeting certain levels of short-term borrowings across a given year, (b) maintaining
a weighted average maturity of the gross debt portfolio of approximately five years and (c) minimising surplus cash balances. From time
to time, based on cash flow and market conditions, the Group may redeem term debt early or repurchase outstanding debt in the
open market.
190 RELX
RELX Annual Report 2022 | Financial statements and other information
The carrying amount of derivative financial liabilities comprises £215m (2021: £5m) in relation to fair value hedges, £32m (2021: £7m)
in relation to cash flow hedges and £22m (2021: £2m) not designated as hedging instruments. The carrying amount of derivative
financial assets comprises nil (2021: £35m) in relation to fair value hedges, £24m (2021: £36m) in relation to cash flow hedges and £8m
(2021: £12m) not designated as hedging instruments.
The Group has ample liquidity and access to debt capital markets, providing the ability to repay or refinance borrowings as they mature
and to fund ongoing requirements. At 31 December 2022, the Group had access to a $3.0bn committed bank facility maturing in
April 2025, which was undrawn. This facility backs up short-term borrowings, and has pricing linked to three ESG performance targets.
All borrowings that mature within the next two years can be covered by the facility and by utilising available cash resources. The
committed bank facility is not subject to a financial covenant and there are no financial covenants in any outstanding public bonds.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 191
Overview
17 Financial instruments (continued)
Market risk
The Group’s primary market risks are interest rate fluctuations and exchange rate movements. Derivatives are used to manage the risks
associated with interest rate and exchange rate movements and the Group does not enter into speculative derivatives. Where the
impact of derivatives on the income statement and the statement of financial position could be significant, hedge accounting is applied
(subject to satisfying the required criteria) as described in ‘Hedge accounting’ below. Derivatives used by the Group for hedging a
Market segments
particular risk are not specialised and are generally available from numerous sources. The Group is also exposed to changes in the
market value of its venture capital investments as described in note 15. The impact of market risks on net post-employment benefit
obligations and taxation is excluded from the following market risk sensitivity analysis.
,QWHUHVWUDWHH[SRVXUHPDQDJHPHQW
The Group’s interest rate exposure management policy aims to minimise interest costs with an acceptable level of year-on-year
volatility. To achieve this, the Group uses fixed rate term debt and interest rate swaps to give a target mix of fixed rate and floating rate
borrowings. Interest rate derivatives are used only to hedge an underlying risk and no net market positions are held.
At 31 December 2022, including the effect of interest rate swaps, 58% of gross bank and bond borrowings were at fixed rates.
A 100 basis point reduction in short-term interest rates would result in an estimated decrease in annual net finance costs of £25m
(2021: £21m), based on the composition of financial instruments including cash, cash equivalents, bank loans and commercial paper
borrowings at 31 December 2022. A 100 basis point rise in short-term interest rates would result in an estimated increase in net finance
Corporate Responsibility
costs of £25m (2021: £21m).
The impact on net equity of a theoretical change in interest rates as at 31 December 2022 is restricted to the change in carrying value
of floating rate to fixed rate interest rate derivatives in a designated cash flow hedge relationship and undesignated interest rate
derivatives. A 100 basis point reduction in interest rates would result in an estimated decrease in net equity of nil (2021: nil) and a
100 basis point increase in interest rates would increase net equity by an estimated amount of nil (2021: nil). The impact of a change in
interest rates on the carrying value of fixed rate borrowings in a designated fair value hedge relationship would be offset by the change
in carrying value of the related interest rate derivative. Fixed rate borrowings not in a designated hedging relationship are carried at
amortised cost.
The Group has assessed the impact of the Interbank Offered Rates (IBOR) reform and concluded that there will be no significant impact
on the financial statements. The Group is primarily exposed to IBOR through its derivatives which swap fixed rate bond issuances to a
floating rate of interest and which are designated in fair value hedge relationships. The table on page 192 details these interest rate
Financial review
derivatives which swap £1,917m of bonds with weighted average maturity of 3.3 years to a floating rate of interest referencing US dollar
LIBOR (3 months) and swap £443m of bonds with weighted average maturity of 1.2 years to a floating rate of interest referencing
Euribor (3 months). The Group has adopted the ISDA fallback protocol in respect of these derivatives and the fair value hedge
designations are expected to remain highly effective throughout the transition to alternative risk free rates.
)RUHLJQFXUUHQF\H[SRVXUHPDQDJHPHQW
Translation exposures arise on the earnings and net assets of individual businesses whose operational currencies are other than
sterling. Some of these exposures are offset by denominating borrowings in US dollars, euros and other currencies. Currency exposures
on transactions denominated in a foreign currency are generally hedged using forward contracts. In addition, recurring transactions and
future investment exposures may be hedged, in advance of becoming contractual. The precise policy differs according to the specific
circumstances of the individual businesses. Highly predictable future cash flows may be covered for transactions expected to occur
during the next 24 months (50 months for the Scientific, Technical & Medical subscription businesses) within limits defined according
Governance
to the period before the transaction is expected to become contractual. Cover takes the form of foreign exchange forward contracts.
Further information is provided in ‘Cash flow hedges’ below.
A theoretical weakening of all currencies by 10% against sterling at 31 December 2022 would decrease the carrying value of net
assets, excluding net borrowings, by £892m (2021: £781m). This would be offset to a degree by a decrease in net borrowings of
£671m (2021: £677m). A strengthening of all currencies by 10% against sterling at 31 December 2022 would increase the carrying
value of net assets, excluding net borrowings, by £892m (2021: £781m) and increase net borrowings by £671m (2021: £677m).
A retranslation of the Group’s net profit for the year, assuming a 10% weakening of all foreign currencies against sterling but excluding
transactional exposures, would reduce net profit by £126m (2021: £112m). A 10% strengthening of all foreign currencies against
sterling on this basis would increase net profit for the year by £126m (2021: £112m).
Credit risk
The Group seeks to manage interest rate risk and limit foreign exchange risks described above by the use of financial instruments
other information
Financial statements and
and as a result has a credit risk from the potential non-performance by the counterparties to these financial instruments, which are
unsecured. The amount of this credit risk is normally restricted to the amounts of any hedge gain and not the principal amount being
hedged. The Group also has a credit exposure to counterparties for the full principal amount of cash and cash equivalents. Credit risks
are controlled by monitoring the credit quality of these counterparties, principally licensed commercial banks and investment banks with
strong long-term credit ratings, and the amounts outstanding with each of them.
The Group has treasury policies in place which do not allow concentrations of risk with individual counterparties and do not allow
significant treasury exposures with counterparties which are rated lower than A-/A3 by Standard & Poor’s, Moody’s and Fitch.
At 31 December 2022, cash and cash equivalents totalled £334m (2021: £113m), of which 96% (2021: 89%) was held with banks
rated A-/A3 or better.
192 RELX
RELX Annual Report 2022 | Financial statements and other information
Hedge accounting
The hedging relationships that are designated under IFRS 9 – Financial Instruments are described below.
Fair value hedges
The Group has entered into interest rate swaps and cross-currency interest rate swaps to hedge the exposure to changes in the fair
value of fixed rate borrowings due to interest rate and foreign currency movements which could affect the income statement. The table
below details the designated fair value hedge relationships that were in place at 31 December 2022, swapping fixed rate term debt
issues denominated in US dollars (USD) and euros to floating rate USD and euro debt respectively for the whole or part of their term,
together with the related fixed and floating rates.
FAIR VALUE HEDGE RELATIONSHIPS 31 December 31 December
2021 2022
Principal Principal
amount amount
£m £m Fixed rate Floating rate
$700m bond and $700m interest rate swaps maturing 2023 (517) (579) 3.5 % USD LIBOR+0.8%
€500m bond and €500m interest rate swaps maturing 2024 (421) (443) 1.0 % Euribor+0.7%
€600m bond and €600m/$669.3m cross-currency interest rate
(494) (553) 1.3 % USD LIBOR+1.3%
swaps maturing 2025
$200m bond and $200m interest rate swaps maturing 2027 (148) (165) 7.2 % USD LIBOR+5.8%
$750m bond and $750m interest rate swaps maturing 2030 (554) (620) 3.0 % USD LIBOR+1.6%
$500m bond and $500m interest rate swaps maturing 2032 – (413) 4.75% USD SOFR+2.0%
(2,134) (2,773)
The gains and losses on the borrowings and related derivatives designated as fair value hedges, which are included in the income
statement as part of finance costs, together with the total carrying values of the borrowings and related derivatives included in the
statement of financial position, for the three years ended 31 December 2020, 2021 and 2022 were as follows:
GAINS/(LOSSES) ON BORROWINGS AND RELATED DERIVATIVES
AND CARRYING VALUES Fair value
1 January movement Exchange 31 December Carrying
2020 gain/(loss) gain/(loss) 2020 values
£m £m £m £m £m
USD debt (13) (25) 2 (36) (701)
Related interest rate swaps 13 25 (2) 36 36
– – – – (665)
EUR debt (39) (47) 3 (83) (1,467)
Related interest rate swaps 39 47 (3) 83 83
– – – – (1,384)
Total relating to USD and EUR debt (52) (72) 5 (119) (2,168)
Total related interest rate swaps 52 72 (5) 119 119
Net gain on borrowings and related derivatives/total
carrying value – – – – (2,049)
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 193
Overview
17 Financial instruments (continued)
GAINS/(LOSSES) ON BORROWINGS AND RELATED DERIVATIVES
AND CARRYING VALUES Fair value
1 January movement Exchange 31 December Carrying
2021 gain/(loss) gain/(loss) 2021 values
£m £m £m £m £m
USD debt (36) 35 – (1) (1,221)
Market segments
Related interest rate swaps 36 (28) – 8 8
– 7 – 7 (1,213)
EUR debt (83) 55 1 (27) (940)
Related interest rate swaps 83 (55) (1) 27 27
– – – – (913)
Total relating to USD and EUR debt (119) 90 1 (28) (2,161)
Total related interest rate swaps 119 (83) (1) 35 35
Net gain on borrowings and related derivatives/total
carrying value – 7 – 7 (2,126)
Corporate Responsibility
1 January movement Exchange 31 December Carrying
2022 gain/(loss) gain/(loss) 2022 values
£m £m £m £m £m
USD debt (1) 140 2 141 (1,630)
Related interest rate swaps 8 (149) (2) (143) (143)
7 (9) – (2) (1,773)
EUR debt (27) 96 1 70 (924)
Related interest rate swaps 27 (96) (1) (70) (70)
– – – – (994)
Total relating to USD and EUR debt (28) 236 3 211 (2,554)
Total related interest rate swaps 35 (245) (3) (213) (213)
Net gain/(loss) on borrowings and related
Financial review
derivatives/total carrying value 7 (9) – (2) (2,767)
All fair value hedges were highly effective throughout the three years ended 31 December 2022.
Gross borrowings as at 31 December 2022 included £10m (2021: £12m) in relation to fair value adjustments to borrowings previously
designated in a fair value hedge relationship which were de-designated in 2008. The related derivatives were closed out on de-
designation with a cash inflow of £62m. £3m (2021: £3m) of these fair value adjustments were amortised in the year as a reduction to
finance costs.
Cash flow hedges
As part of the Group’s interest rate exposure management, it has entered into certain cross-currency interest rate derivatives, individual
components of which have been accounted for as cash flow hedges (with the remaining components accounted for as fair value
hedges, as described above). These comprised interest rate derivatives which swapped a fixed rate €600m bond, issued in May 2015
Governance
and maturing in May 2025, to floating rate USD debt for the whole of its term. The component relating to the swap of the euro credit
margin to USD is being accounted for as a cash flow hedge under IFRS 9, with the amount associated with foreign currency basis
spreads recorded in the cost of hedging reserve.
As part of the Group’s foreign currency exposure management, it has entered into forward foreign exchange contracts which fix the
exchange rate on a portion of future foreign currency subscription revenues forecast by the businesses for up to 50 months. These have
been accounted for as cash flow hedges under IFRS 9 of the forecast foreign currency revenues, with gains and losses on the forward
contracts deferred in the hedge reserve until the related revenue is recognised, at which time the accumulated gains and losses are
reclassified to the income statement.
Movements in the hedge reserve and the cost of hedging reserve in 2021 and 2022, including gains and losses on cash flow hedging
instruments, were as follows:
Cost of Foreign
other information
Financial statements and
The cash flows for these hedges are expected to occur in line with the recognition of the gains and losses in the income statement, or in
the preceding year. These cash flows are included in the table on page 190.
2021 2022
£m £m
Raw materials 2 3
Pre-publication costs 218 264
Finished goods 33 42
Total 253 309
During the year, pre-publication costs of £94m (2021: £73m) were capitalised. The related amortisation charge was £72m (2021: £60m).
2021 2022
£m £m
Trade receivables 1,738 2,193
Loss allowance (106) (118)
1,632 2,075
Prepayments and accrued income 316 310
Current tax receivable 10 15
Net finance lease receivable 2 5
Total 1,960 2,405
Trade receivables are predominantly non-interest bearing and their carrying amounts approximate to their fair value.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 195
Overview
19 Trade and other receivables (continued)
The movements in the loss allowance during the year were as follows:
2021 2022
£m £m
At start of year 99 106
Charge for the year 17 11
Market segments
Trade receivables written off (8) (7)
Exchange translation differences (2) 8
At end of year 106 118
Corporate Responsibility
2021 2022
£m £m
Trade payables 109 129
Accruals 718 844
Social security and other taxes 141 159
Other payables 351 517
Deferred income 1,956 2,368
Total 3,275 4,017
Trade and other payables are predominantly non-interest bearing and their carrying amounts approximate to their fair value.
Materially all of the opening deferred income balance has been recognised in the reporting period.
Financial review
21 Debt
Accounting policy
Borrowings are recorded initially at fair value and subsequently carried at amortised cost, other than fixed rate borrowings in
designated hedging relationships for which the carrying amount of the hedged portion of the borrowings is subsequently adjusted
for the gain or loss attributable to the hedged risk. When the related derivative in such a hedging relationship expires, is sold or
terminated, or no longer qualifies for hedge accounting, the cumulative change in fair value of the hedged borrowing is amortised
in the income statement over the period to maturity of the borrowing using the effective interest method.
2021 2022
Falling due Falling due Falling due Falling due in
Governance
within in more than within more than
1 year 1 year Total 1 year 1 year Total
£m £m £m £m £m £m
Financial liabilities measured at amortised cost:
Short-term bank loans, overdrafts and commercial paper 131 – 131 102 – 102
Term debt 32 3,410 3,442 – 3,641 3,641
Lease liabilities 69 139 208 67 115 182
Term debt in fair value hedging relationships – 2,161 2,161 576 1,978 2,554
Term debt previously in fair value hedging relationships – 225 225 125 126 251
Total 232 5,935 6,167 870 5,860 6,730
The total fair value of financial liabilities measured at amortised cost (excluding lease liabilities) is £3,451m (2021: £3,746m). The total
fair value of term debt in fair value hedging relationships is £2,688m (2021: £2,268m). The total fair value of term debt previously in fair
other information
Financial statements and
21 Debt (continued)
Analysis by year of repayment
2021 2022
Short-term Short-term
bank loans, bank loans,
overdrafts overdrafts
and and
commercial Lease commercial Lease
paper Term debt liabilities Total paper Term debt liabilities Total
£m £m £m £m £m £m £m £m
Within 1 year 131 32 69 232 102 701 67 870
Within 1 to 2 years – 641 40 681 – 1,045 24 1,069
Within 2 to 3 years – 1,012 37 1,049 – 623 25 648
Within 3 to 4 years – 628 29 657 – 660 24 684
Within 4 to 5 years – 626 17 643 – 595 17 612
After 5 years – 2,889 16 2,905 – 2,822 25 2,847
After 1 year – 5,796 139 5,935 – 5,745 115 5,860
Total 131 5,828 208 6,167 102 6,446 182 6,730
Short-term bank loans, overdrafts and commercial paper were backed up at 31 December 2022 by a $3.0bn (£2.5bn) committed bank
facility maturing in 2025. The committed bank facility was undrawn.
Analysis by currency
2021 2022
Short-term Short-term
bank loans, bank loans,
overdrafts overdrafts
and and
commercial Lease commercial Lease
paper Term debt liabilities Total paper Term debt liabilities Total
£m £m £m £m £m £m £m £m
US dollar 68 2,691 79 2,838 2 3,160 65 3,227
Pound sterling – – 51 51 – – 40 40
Euro 15 3,137 47 3,199 – 3,286 57 3,343
Other currencies 48 – 31 79 100 – 20 120
Total 131 5,828 208 6,167 102 6,446 182 6,730
Included in the US dollar amounts for term debt above is £498m (2021: £515m) of debt denominated in euros (€600m) (2021: €600m)
that was swapped into US dollars on issuance and against which there are related derivative financial instruments, which, as at
31 December 2022, had a fair value of £55m (2021: £21m).
22 Lease arrangements
Accounting policy
All leases where RELX is the lessee (with the exception of short-term and low-value leases) are recognised in the statement of
financial position. A lease liability is recognised based on the present value of the future lease payments, and a corresponding right-
of-use asset is recognised. The right-of-use asset is depreciated over the shorter of the lease term or the useful life of the asset.
Lease payments are apportioned between finance charges and a reduction of the lease liability.
Low-value items and short-term leases with a term of 12 months or less are not required to be recognised on the balance sheet and
payments made in relation to these leases are recognised on a straight-line basis in the income statement.
The leases held by the Group can be split into two categories: property and non-property. The Group leases various properties,
principally offices, which have varying terms and renewal rights that are typical to the territory in which they are located.
Non-property includes all other leases, such as cars and printers.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 197
Overview
22 Lease arrangements (continued)
Right-of-use assets
2021 2022
£m £m
At start of year 216 161
Additions 25 34
Market segments
Acquisitions – 3
Remeasurement 9 8
Disposals (5) (8)
Depreciation (66) (63)
Impairment (14) –
Exchange translation differences (4) 10
At end of year 161 145
Lease liability
2021 2022
£m £m
Current
Property (67) (65)
Corporate Responsibility
Non-property (2) (2)
Non-current
Property (136) (113)
Non-property (3) (2)
Total (208) (182)
Interest expense on the lease liabilities recognised within finance costs was £6m (2021: £8m; 2020: £12m).
As at 31 December 2022, RELX was committed to leases with future cash outflows totalling £32m (31 December 2021: £5m) which
had not yet commenced and as such are not accounted for as a liability as at 31 December 2022. A liability and corresponding right-of-
use asset will be recognised for these leases at the lease commencement date.
RELX subleases vacant space available within its leased properties. IFRS 16 specifies conditions whereby a sublease is classed as a
Financial review
finance lease for the sub-lessor. The finance lease receivable balance held is as follows:
2021 2022
£m £m
Net finance lease receivable 2 5
Governance
Shares of RELX PLC that are repurchased and not cancelled are classified as shares held in treasury. The consideration paid,
including directly attributable costs, is recognised as a deduction from equity. Shares of RELX PLC that are purchased by the
Employee Benefit Trust are also classified as shares held in treasury, with the cost recognised as a deduction from equity.
RELX PLC
CALLED UP SHARE CAPITAL – ISSUED AND FULLY PAID 2021 2022
No. of shares £m No. of shares £m
At start of year 1,982,299,312 286 1,984,961,632 286
Issue of ordinary shares 2,662,320 – 1,918,456 –
Cancellation of ordinary shares – – (52,000,000) (7)
At end of year 1,984,961,632 286 1,934,880,088 279
other information
Financial statements and
198 RELX
RELX Annual Report 2022 | Financial statements and other information
During the year, RELX PLC repurchased 21.7m (2021: nil; 2020: 7.8m) RELX PLC ordinary shares for an average price of 2,303p;
repurchased shares are held in treasury. In 2022 the total consideration for the RELX PLC repurchases was £500m (2021: nil;
2020: £150m).
The Employee Benefit Trust purchases RELX PLC shares which, at the trustees’ discretion, can be used in respect of the exercise of
share options and to meet commitments under conditional share awards. During the year, the Employee Benefit Trust purchased 2.2m
shares for a total cost of £50m (2021: £1m; 2020: £37m). At 31 December 2022, shares held by the Employee Benefit Trust were
£101m (2021: £86m; 2020: £97m) at cost.
The issue of ordinary shares in the year relates to the exercise of share options.
All of the RELX PLC ordinary shares rank equally with respect to voting rights and rights to receive dividends, except for shares held in
treasury, which do not attract voting or dividend rights. There are no restrictions on the rights to transfer shares.
At 31 December 2022, RELX PLC shares held in treasury related to 5,553,401 (2021: 5,448,564; 2020: 6,192,953) RELX PLC ordinary
shares held by the Employee Benefit Trust; and 19,800,067 (2021: 50,087,679; 2020: 50,087,679) RELX PLC ordinary shares held by
the parent company. During 2022, 52m (2021: nil; 2020: nil) RELX PLC ordinary shares held in treasury were cancelled.
On 9 December 2022, RELX PLC announced a non-discretionary programme to repurchase further ordinary shares up to the value of
£150m. At 31 December 2022, an accrual of £150m was recognised in respect of this non-discretionary commitment. A further 6.3m
RELX PLC ordinary shares have been repurchased in January and February 2023 under this programme.
Other reserves principally comprise retained earnings and the share based remuneration reserve. Movements in reserves during the
period includes the effects of profits generated during the period, share repurchases, changes in exchange rates and other items.
Dividends paid during 2022 were £983m (2021: £920m). Refer to note 13 for further details.
52m (2021: nil) RELX PLC ordinary shares held in treasury were cancelled resulting in a transfer of £1.1bn between other reserves and
shares held in treasury.
The increase of £427m in the translation reserve is due to the net effect of changes in exchange rates during the period which
increased net debt by £560m and assets (net of other liabilities) by £987m.
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 199
Overview
25 Related party transactions
Transactions with related parties were made on normal market terms of trading.
Transactions between RELX PLC and subsidiaries of the Group have been eliminated within the consolidated financial statements.
Transactions with joint ventures comprise sales of goods and services of £0.4m (2020: nil; 2021: nil) and the rendering and receiving
of goods and services of nil (2021: £0.2m; 2020: £0.1m). As at 31 December 2022, amounts owed by joint ventures were £4.2m
Market segments
(2021: £2.4m; 2020: £0.8m) and amounts due to joint ventures were £1.2m (2021: £1.4m; 2020: £0.4m). See note 6 for details of the
Group’s participation in defined benefit pension schemes.
Key management personnel are also related parties as defined by IAS 24 – Related Party Disclosures and comprise the Executive and
Non-Executive Directors of RELX PLC. Key management personnel remuneration is set out below. For reporting purposes, salary,
benefits and annual incentive payments are considered short-term employee benefits.
KEY MANAGEMENT PERSONNEL REMUNERATION 2020 2021 2022
£m £m £m
Salaries, other short-term employee benefits and non-executive fees 6 7 7
Post-employment benefits 1 1 –
Share based remuneration* 1 8 7
Total 8 16 14
Corporate Responsibility
EXECUTIVE DIRECTORS Annual Share based
Salary Benefits incentive remuneration* Pension* Total
£’000 £’000 £’000 £’000 £’000 £’000
Total Executive Directors 2020 2,034 99 2,623 595 687 6,038
2021 2,085 97 3,604 7,953 774 14,513
2022 2,137 97 3,251 6,857 268 12,610
* The figures for share based awards are calculated in accordance with the methodology set out in the UK Regulations. The figure for performance-related share
based awards includes share price appreciation since the date the award was granted. Please see page 124 for further details. Pension is calculated in
accordance with the methodology set out in the UK Regulations.
Financial review
The remuneration of non-executive directors comprises fees for services, and benefits primarily relating to tax filing support in respect
of filings resulting from their directorships. No deemed benefits were provided during 2022 to former directors (2021: nil; 2020: nil).
No loans, advances or guarantees have been provided on behalf of any director. The aggregate gains made by Executive Directors on
the exercise of options during 2022 were nil (2021: nil; 2020: nil).
26 Exchange rates
The following exchange rates have been applied in preparing the consolidated financial statements:
Statement of
Income statement financial position
2020 2021 2022 2021 2022
Governance
Euro to sterling 1.12 1.16 1.17 1.19 1.13
US dollar to sterling 1.28 1.38 1.24 1.35 1.21
28 Related undertakings
A full list of related undertakings (comprising subsidiaries, joint ventures, associates and other significant holdings) is set out below.
All are 100% owned directly or indirectly by the Group except where percentage ownership denoted in (x%).
Colombia Israel
LexisNexis Risk Solutions SAS Ordinary COL1 LexisNexis Israel Ltd Ordinary ISR1
Denmark Italy
Elsevier A/S Ordinary DNK1 Elsevier SRL Registered Capital ITA1
ICIS Italia SRL Ordinary ITA2
Egypt RX Italy SRL Ordinary ITA1
Elsevier Egypt LLC Ordinary EGY1
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 201
Overview
28 Related undertakings (continued)
Share Reg Share Reg
Company name class office Company name class office
Japan Reed Events Management (Pty) Ltd (90%) Ordinary ZAF2
Ascend Japan KK Ordinary JPN1 Reed Exhibitions (Pty) Ltd (90%) Ordinary ZAF2
Elsevier Japan KK Ordinary JPN2 Reed Exhibitions Group (Pty) Ltd (90%) Ordinary ZAF2
LexisNexis Japan KK Ordinary JPN2 Reed Venue Management (Pty) Ltd (90%) Ordinary ZAF2
PatentSight Japan Inc. Common JPN2 RELX (Pty) Ltd Ordinary ZAF2
Market segments
RX Japan KK Ordinary JPN3
Spain
Korea (Republic of) Elsevier Espana SL Participations ESP1
Elsevier Korea LLC Ordinary KOR1
LexisNexis Legal and Professional Service Korea Ltd Ordinary KOR2 Sweden
Reed Exhibitions Korea Ltd Ordinary KOR3 Behaviometrics AB Ordinary SWE1
Reed Exporum Ltd (60%) Ordinary KOR4
Reed K. Fairs Ltd (70%) Ordinary KOR3 Switzerland
Fircosoft Schweiz GmbH (Liquidation in progress) Ordinary CHE1
Macau
Reed Exhibitions Macau Ltd Ordinary MAC1 Taiwan
Elsevier Taiwan LLC Ordinary TWN1
Malaysia
LexisNexis Malaysia Sdn Bhd Ordinary MYS1 Thailand
Reed Tradex Company Ltd (49%) Ordinary, Preference THA1
Mexico RELX Holding (Thailand) Co., Ltd Ordinary THA2
Corporate Responsibility
Masson-Doyma Mexico, S.A. Ordinary MEX1 RELX Information Analytics (Thailand) Co., Ltd Ordinary THA3
Reed Exhibitions Mexico S.A. de C.V. Fixed MEX2
Turkey
Netherlands Elsevier STM Bilgi Hizmetleri Limited Ğirketi Ordinary TUR1
AGRM Solutions C.V. Partnership Interest NLD1 Mack Brooks Fuarcilik A.S. Registered Capital TUR3
Caselex B.V. Ordinary NLD1 Reed Tüyap Fuarcilik A.S. (50%) A Ordinary, B Ordinary TUR2
Elsevier B.V. Ordinary NLD1
ICIS Benchmarking Europe B.V. Ordinary NLD1 United Arab Emirates
LexisNexis Business Information Solutions B.V. Ordinary NLD1 Reed Exhibitions FZ-LLC Ordinary UAE1
LNRS Data Services B.V. Ordinary NLD1 RELX Middle East FZ-LLC Ordinary UAE2
Misset Uitgeverij B.V. (49%) Ordinary NLD2
RELX Employment Company B.V. Ordinary NLD1 United Kingdom
RELX Finance B.V. Ordinary NLD1 3rd Street Group Ltd Ordinary GBR3
RELX Holdings B.V. Ordinary NLD1 Butterworths Ltd Ordinary GBR4
RELX Nederland B.V. Ordinary NLD1 Cordery Compliance Ltd (71%) Ordinary GBR4
RELX Overseas B.V. Ordinary RE NLD1 Cordery Ltd (71%) Ordinary GBR4
Crediva Ltd Ordinary GBR5
Financial review
New Zealand Digital Foundry Network Ltd (50%) Ordinary GBR3
LexisNexis NZ Ltd Ordinary NZL1 E & P Events LLP (50%) Membership Interest GBR3
Elsevier Ltd Ordinary GBR6
Philippines Emailage Ltd Ordinary GBR5
Reed Elsevier Shared Services (Philippines) Inc. Common PHL1 Gamer Network Ltd Ordinary GBR3
Gapsquare Ltd A Ordinary, B Ordinary GBR2
Poland Hookshot Media Ltd (23.5%) Ordinary GBR8
AI Digital Contracts Sp. z.o.o. (75%) Ordinary POL1 Interfolio UK Ltd Ordinary GBR10
Elsevier Sp. z.o.o. Ordinary POL2 LexisNexis Risk Solutions UK Ltd Ordinary GBR5
LNRS Data Services Holdings Ltd Ordinary GBR1
Russia LNRS Data Services Ltd Ordinary GBR2
Elsevier LLC (Liquidation in progress) Participation Shares RUS2 Mack-Brooks Exhibitions Ltd Ordinary GBR3
LexisNexis LLC (Liquidation in progress) Participation Shares RUS3 MCM Expo Ltd Ordinary GBR3
Real Estate Events Direct LLC (80%) (Liquidation in Participation Shares RUS1 Mendeley Ltd Ordinary GBR6
progress) MLex Ltd Ordinary GBR4
RELX LLC (Liquidation in progress) Participation Shares RUS1 Offshore Europe (Management) Ltd Ordinary GBR3
Offshore Europe Partnership (50%) Partnership Interest GBR3
Governance
Singapore Out There Gaming Ltd (70%) Ordinary GBR3
Elsevier (Singapore) Pte Ltd Ordinary SGP1 Oxford Spires Management Co; Ltd (55%) Ordinary GBR7
Lexis-Nexis Philippines Pte Ltd Ordinary-B, Preference SGP2 RE (HPL) Ltd Ordinary GBR1
LNRS Data Services Pte Ltd Ordinary SGP3 RE (RCB) Ltd Ordinary GBR1
RE (HAPL) Pte Ltd Ordinary SGP1 RE Secretaries Ltd Ordinary GBR1
RELX (Singapore) Pte Ltd Ordinary SGP2 RE (SOE) Ltd Ordinary GBR3
Reed Events Ltd Ordinary GBR3
Reed Exhibitions Ltd Ordinary GBR3
South Africa
Reed Nominees Ltd Ordinary GBR1
Globalrange SA (Pty) Ltd Ordinary ZAF1
RELX Finance Ltd Ordinary GBR1
LexisNexis (Pty) Ltd (78%) A-Ordinary ZAF2
RELX Group plc Ordinary GBR1
LexisNexis Risk Management (Pty) Ltd (78%) Ordinary ZAF2
RELX (Holdings) Ltd Ordinary GBR1
LexisNexis South Africa Shared Services (Pty) Ltd Ordinary ZAF2
other information
Financial statements and
202 RELX
RELX Annual Report 2022 | Financial statements and other information
RELX
RELX Annual Report 2022 | Notes to the consolidated financial statements 203
Overview
28 Related undertakings (continued)
Registered offices Registered offices
France Mexico
FRA1: 65, rue Camille Desmoulins, 92130, Issy les Moulineaux MEX1: Masson-Doyma Mexico S.A., Av Insurgentes Sur 1388 Piso 8, Col
FRA2: Parc Euronord, 10 rue du Parc, 31150, Bruguieres Actipan Mixcoac Del. Benito Juarez, Mexico DF, CP 03230
FRA3: 141 rue de Javel, 75015, Paris MEX2: Avenida Paseo de la Reforma 243, Piso 15, Col. Cuauhtemoc, Mexico
FRA4: 52 Quai de Dion Bouton, 92800, Puteaux City, 06500
FRA5: Immeuble Technopolis, 350 rue Georges Besse, 30000, Nimes
Market segments
FRA6: 27-33 quai Alphonse Le Gallo, 92100, Boulogne-Billancourt Netherlands
FRA7: 6-8 Rue Chaptal, 75009, Paris NLD1: Radarweg 29, 1043 NX Amsterdam
FRA8: 151-155 Rue de Bercy, 75012, Paris NLD2: Hanzestraat 1, 7006RH Doetinchem
FRA9: 168 Rue Saint-Denis, 75002, Paris
New Zealand
Germany NZL1: Level 1, 138 The Terrace, P.O. Box 472, Wellington 6011
DEU1: Volklinger Strasse 4, 40219, Dusseldorf
DEU2: St. Martin Tower, Wing, 2nd floor, Franklinstrasse 61-63, 60486, Philippines
Frankfurt am Main Hessen PHL1: Building H, 2nd Floor, U.P. Ayalaland TechnoHub, Commonwealth
DEU3: Bernhard-Wicki-Strasse 5, 80636, Munich Avenue, Quezon City, Metro Manila, 1101
DEU4: Heerdter Sandberg 30, 40549, Dusseldorf
DEU5: Steinhauserstrasse 9, 76135, Karlsruhe Poland
DEU6: Joseph-Schumpeter-Allee 33, 53227, Bonn POL1: Plac Grunwaldzki 23-27, 50-365 Wroclaw
DEU7: Fritz-Haber-Strasse 9 OG 13, 06217 Merseburg POL2: Al. JJana Pawla II, 22, 00-133, Warszawa
DEU8: Schopenhauer Strasse 93 e, 14129, Berlin
Russia
Corporate Responsibility
Greece
RUS1: 2nd Syromyatnichesky per, bld.1, Space I, Room 13, 105120,
GRE1: 188A, Filolaou Str., Athens. 11632 Moscow
RUS2: Building 1, Facility 1, Room 80, 9/26 Shchipok St., Municipal District
Hong Kong Zamoskvorechye, 115054, Moscow
HNK1: 5/F, Manulife Place, 348 Kwun Tong Road, Kowloon RUS3: Building 1, facility 1, Room 5, 9/26 Shchipok St., Municipal District
HNK2: Flat 1506, 15/F, Lucky Center, No. 165-171 Wan Chai Road, Wan Chai Zamoskvorechye, 115054, Moscow
HNK3: 11/F Oxford House, Taikoo Place, 979 King’s Road, Quarry Bay
HNK4: 17th Floor, One Island East, Taikoo Place, 18 Westlands Road, Quarry Singapore
Bay
SGP1: 3 Killiney Road, #08-01 Winsland House 1, 239519
SGP2: 80 Robinson Road, #02-00, 068898
India SGP3: 1 Changi Business Park Crescent, #06-01 Plaza 8 & CBP, 48602551
IND1: 818, 8th Floor, Indraprakash Builing, 21 Barakhamba Road, New Delhi,
Delhi, 110001 South Africa
IND2: Ascendas International Tech Park, Crest Building 12th Floor, Taramani ZAF1: Ground Floor, Pebble Beach, Fourways Golf Park, Roos Street,
Road, Taramani, Chennai, 600113 Fourways Sandton, Johannesburg, Gauteng 2068
IND3: 99/100, Prestige Towers Unit No. 505, Fifth Floor, Residency Road, ZAF2: Building 8, Country Club Estate Office Park, 21 Woodlands Drive,
Bangalore, Karnataka, 560025 Woodmead, Gauteng, 2191
Financial review
IND4: 25, 3rd floor, 8th Main Road, Vasanthnager, Bangalore, Karnataka,
560052
Spain
ESP1: C/ Josep Tarradellas 20-30, 1º / 20029, Barcelona
Indonesia
IDN1: APL Tower Central Park 26th Floor Unit T3 Jl. S. Parman Kav., 28,
Sweden
Grogol, Pertamburan Jakarta Barat 11470
SWE1: Aurorum 8A 977 75 Lulea
IDN2: Gedung World Trade Center, 3 LT 20 Spaces JL Jend Sudirman Kav 29-
31 RT/RW 008/003, Karet Kuningan, Setiabudi, Jakarta Selatan, DKI
Jakarta 12940 Switzerland
CHE1: Bahnhofstrasse 100, 8001 Zurich
Irish Republic
IRL1: 80 Harcourt Street, Dublin 2, Dublin, D02 F449 Taiwan
IRL2: Suite 4320, Atlantic Avenue, Westpark Business Campus, Shannon, TWN1: Rm N818, 8F, Chia Hsin Building II, No. 9, Lane 3, Minsheng West
Clare, V14 YX01 Road, Taipei 10449
IRL3: 1F Cedarhurst Building, Arkle Road, Sandyford Business Park, Dublin,
D18 X6N2 Thailand
THA1: Sathorn Nakorn Building, Floor 32, No. 100/68-69 North Sathon Road,
Governance
Israel Silom, Bangrak, Bangkok, 10500
ISR1: Meitar, Attorneys at Law, 16 Abba Hillel Rd. Ramat Gan 5250608 THA2: 14th Floor, CTI Tower, 191/70-73 Ratchadapisek Road, Khwaeng
Klongtoey, Khet, Klongtoey, Bangkok
THA3: 2 Ploenchit Centre, Room 7, Floor G., Sukhumvit Road, Klongtoey,
Italy Bangkok, 10110
ITA1: Via Marostica 1, 20146, Milan
ITA2: Studio Colombo e Associati, Via Cino del Duca 5, 20122, Milan Turkey
TUR1: Maslak Mah. Bilim Sokak Sun Plaza Kat:13 Sisli-Maslak, Istanbul
Japan TUR2: Tuyap Fuar ve Kongre Merkezi, Cumhuriyet Mahallesi Eski Hadimkoy
Yolu 9/4, 34500 Buyukcekmece, Istanbul
JPN1: Kyodo Tsushin Kaikam 2F, 2-2-5 Toronomon, Minato-ku, Tokyo, 105-
TUR3: Esentepe Mah. Ali Kaya SK. Polat Plaza B Blok No: 1/1B Sisli, Istanbul
0001
JPN2: 1-9-15, Higashi Azabu, Minato-ku Tokyo, 106-0044
JPN3: Shinjuku-Nomura Bldg., 1-26-2 Nishi-shinjuku, Shinjuku-ku, Tokyo, 163- United Arab Emirates
0525 UAE1: Office 0225 Podium 2, Yas Creative Hub Tower 2, Abu Dhabi, PO
BOX 77899
Korea (Republic of) UAE2: Al Sufouh Complex, Office nos. 404, 405, 406 & 407, Dubai Media
City, Dubai
KOR1: Chunwoo Building, 4th floor, 534 Itaewon-dong, Yongsan-gu, Seoul,
other information
Financial statements and
140-861
KOR2: 206 Noksapyeong-daero, Yongsan-gu, Seoul, 140-861 United Kingdom
KOR3: 1622-24 Block A Terra Tower 2, 201 Songpa-daero, Songpa-gu, Seoul GBR1: 1-3 Strand, London, WC2N 5JR
KOR4: 4th floor at 195-6 Jamsil-dong, Songpagu, Seoul GBR2: Quadrant House, The Quadrant, Sutton, Surrey, SM2 5AS
GBR3: Gateway House, 28 The Quadrant, Richmond, Surrey, TW9 1DN
Macau GBR4: Lexis House, 30 Farringdon Street, London, EC4A 4HH
GBR5: Global Reach, Dunleavy Drive, Cardiff, CF11 0SN
MAC1: Rua De Xangai, No. 175 Edif. Associacao Comercial de Macau, 11
GBR6: The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB
Andar, Bloco K
Malaysia
MYS1: Suite 29-1, Level 29, Vertical Corporate, Tower B, Avenue 10, The
Vertical, 59200 Bangsar South City, Kuala Lumpur
204 RELX
RELX Annual Report 2022 | Financial statements and other information
United States
USA1: 1007 Church Street, Evanston IL 60201
USA2: 1000 Alderman Dr., Alpharetta, GA 30005
USA3: 230 Park Ave, New York, NY 10169
USA4: 1105 North Market St, Wilmington, DE 19801
USA5: 3355 West Alabama Street, Houston, TX 77098
USA6: 1150 18th St, NW, Washington, DC 20036
USA7: 313 Washington Street, Suite 400, Newton, MA 02458
USA8: 9443 Springboro Pike, Miamisburg, OH 45342
USA9: 76 St. Paul Street, Suite 500, Burlington, VT 05401-4477
Vietnam
VIE1: 2nd Floor, Kova Center, 92G-92H Nguyen Huu Canh Street, Ward no. 22,
District. Binh Thanh, Ho Chi Minh City
Registration
Company name number
Butterworths Limited 2826955
Crediva Limited 6567484
E&P Events LLP OC328529
Emailage Limited 9282165
Interfolio UK Limited 7820803
Mack-Brooks Exhibitions Limited 967560
MCM Expo Limited 8421024
MLex Limited 5488651
Offshore Europe (Management) Limited 2318214
RE (SOE) Limited 2330299
Reed Events Limited 5893942
RELX (Holdings) Limited 5807690
RELX (Investments) plc 5810043
RELX Overseas Holding Limited 9489059
REV GP (UK) LLP OC437653
REV Venture Partners Limited 4226986
SciBite Limited 7778456
Tracesmart Limited 3827062
TruNarrative Limited 10241297
RELX RELX
Annual Report 2022 | Notes to the consolidated financial statements 205
5 year summary
Overview
2018 2019 2020 2021 2022
£m £m £m £m £m
RELX consolidated financial information
Growth rates
Underlying revenue growth +4 % +4 % -9 % +7 % +9%
Underlying adjusted operating profit growth +6 % +5 % -18 % +13% +15%
Market segments
Adjusted earnings per share growth (at constant currency) +7 % +7 % -15 % +17% +10%
Adjusted figures
Revenue 7,492 7,874 7,110 7,244 8,553
Operating profit 2,346 2,491 2,076 2,210 2,683
Operating margin 31.3 % 31.6 % 29.2 % 30.5% 31.4%
Profit before tax 2,145 2,200 1,916 2,077 2,489
Net profit attributable to shareholders 1,674 1,808 1,543 1,689 1,961
Net margin 22.3 % 23.0 % 21.7 % 23.3 % 22.9%
Cash flow 2,243 2,402 2,009 2,230 2,709
Cash flow conversion 96 % 96 % 97 % 101 % 101%
Return on invested capital 13.2 % 13.6 % 10.8 % 11.9 % 12.5%
Corporate Responsibility
Earnings per share 84.7 p 93.0 p 80.1 p 87.6 p 102.2p
Dividend
Ordinary dividend per share 42.1 p 45.7 p 47.0 p 49.8p 54.6p
Reported figures
Revenue 7,492 7,874 7,110 7,244 8,553
Operating profit 1,964 2,101 1,525 1,884 2,323
Profit before tax 1,720 1,847 1,483 1,797 2,113
Net profit attributable to shareholders 1,422 1,505 1,224 1,471 1,634
Net margin 19.0 % 19.1 % 17.2 % 20.3 % 19.1%
Net debt 6,177 6,191 6,898 6,017 6,604
Financial review
Earnings per share (pence) 71.9 p 77.4 p 63.5 p 76.3 p 85.2p
(1) Adjusted figures are presented as additional performance measures used by management. Further details on the adjusted measures can be found in the
Alternative performance measures section on pages 216 to 224.
(2) Dividend per ordinary share is based on the interim dividend and proposed final dividend for the relevant year.
Governance
other information
Financial statements and
206 RELX Annual Report 2022
RELX PLC
company only
financial statements
In this section
208 RELX PLC statement of financial position
209 RELX PLC statement of changes in equity
210 RELX PLC acounting policies
211 Notes to the RELX PLC financial statements
Overview Market segments Corporate Responsibility Financial review Governance Financial statements
Financial statements and
and
other information
other information
207
RELX Annual Report 2022
208
RELX RELX Annual Report 2022 | Financial statements and other information
Current liabilities
Taxation – 1
Other payables 3 154
Payables: amounts owed to subsidiary undertakings – 10
3 165
Net assets 20,182 19,637
The RELX PLC Company financial statements were approved by the Board of Directors and authorised for issue on 15 February 2023.
They were signed on its behalf by:
N L Luff
Chief Financial Officer
RELX RELX
Annual Report 2022 | RELX PLC company only financial statements 209
Overview
Shares Capital
Share Share held in redemption Other Merger Net
(1) (2) (1) (3)
capital premium treasury reserve reserves reserve profit Reserves Total
£m £m £m £m £m £m £m £m £m
Balance at 1 January 2021 286 1,459 (789) 36 172 11,150 1,051 6,654 20,019
Total comprehensive income for
the year – – – – – – 1,046 – 1,046
Dividends paid (4) – – – – – – – (920) (920)
Market segments
Issue of ordinary shares, net of
expenses – 32 – – – – – – 32
Equity instruments granted to
employees of the Group – – – – 5 – – – 5
Transfer of net profit to reserves – – – – – – (1,051) 1,051 –
Balance at 1 January 2022 286 1,491 (789) 36 177 11,150 1,046 6,785 20,182
Total comprehensive income for
the year – – – – – – 1,056 – 1,056
Dividends paid (4) – – – – – – – (983) (983)
Repurchase of ordinary shares – – (650) – – – – – (650)
Cancellation of shares (7) – 1,127 7 – – – (1,127) –
Issue of ordinary shares, net of
Corporate Responsibility
expenses – 26 – – – – – – 26
Equity instruments granted to
employees of the Group – – – – 6 – – – 6
Transfer of net profit to reserves – – – – – – (1,046) 1,046 –
Balance at 31 December 2022 279 1,517 (312) 43 183 11,150 1,056 5,721 19,637
(1) The capital redemption and merger reserve do not form part of the distributable reserves balance.
(2) Other reserves relate to equity instruments granted to employees of the Group under share based remuneration arrangements, and do not form part of the
distributable reserves balance.
(3) Distributable reserves at 31 December 2022 were £6,465m (2021: £7,042m) comprising net profit and reserves, net of shares held in treasury.
(4) Refer to note 13 of the RELX consolidated financial statements on page 184 for further dividend disclosure.
Financial review
Governance
other information
Financial statements and
210
RELX RELX Annual Report 2022 | Financial statements and other information
Basis of preparation
RELX PLC meets the definition of a qualifying entity under FRS 100 (Financial Reporting Standard 100) issued by the Financial
Reporting Council (FRC). Accordingly, the financial statements are prepared in accordance with FRS 101 (Financial Reporting Standard
101) – Reduced Disclosure Framework as issued by the Financial Reporting Council, incorporating the Amendments to FRS 101 issued
by the FRC in July 2015 and the amendments to company law made by The Companies, Partnerships and Groups (Accounts and
Reports) Regulations 2015.
As permitted by FRS 101, RELX PLC has taken advantage of the disclosure exemptions available under that standard in relation to
share based payments, financial instruments, capital management, presentation of comparative information in respect of certain assets,
presentation of a cash flow statement, standards not yet effective, impairment of assets and related party transactions.
The RELX PLC financial statements have been prepared on the historical cost basis.
Unless otherwise indicated, all amounts in the financial statements are in millions of pounds.
The RELX PLC financial statements should be read in conjunction with the Group consolidated financial statements and notes
presented on pages 162 to 205, which are also presented as the RELX PLC consolidated financial statements. See the Basis of
preparation of the consolidated financial statements on page 167.
The RELX PLC financial statements are prepared on a going concern basis, as explained on page 95.
As permitted by Section 408 of the Companies Act 2006, and in compliance with The Companies, Partnerships and Groups (Accounts
and Reports) Regulations 2015, the Company has not presented its own profit and loss account but has presented the net profit for
the year on the statement of financial position.
The RELX PLC accounting policies under FRS 101 are set out below.
Investments
Fixed asset investments are stated at cost, less provision, if appropriate, for any impairment in value. The fair value of the award of
share options and conditional shares over RELX PLC ordinary shares to employees of the Group are treated as a capital contribution.
Other assets and liabilities are stated at historical cost, less provision, if appropriate, for any impairment in value.
Shares held in treasury
The consideration paid, including directly attributable costs, for shares repurchased is recognised as shares held in treasury and
presented as a deduction from total equity. Details of share capital and shares held in treasury are set out in note 23 of the Group
consolidated financial statements.
Foreign exchange translation
Transactions entered into in foreign currencies are recorded at the exchange rates applicable at the time of the transaction.
Taxation
Refer to note 9 on pages 178 to 181 of the consolidated financial statements for the taxation accounting policies.
RELX RELX
Annual Report 2022 | RELX PLC company only financial statements 211
Overview
1 Investments
Subsidiary
undertaking Total
£m £m
At 1 January 2021 18,322 18,322
Equity instruments granted to employees of the Group 5 5
Market segments
At 1 January 2022 18,327 18,327
Equity instruments granted to employees of the Group 6 6
At 31 December 2022 18,333 18,333
3 Contingent liabilities
Corporate Responsibility
There are contingent liabilities in respect of debt of subsidiaries guaranteed by RELX PLC as follows:
2021 2022
£m £m
Contingent liabilities 5,679 6,518
Financial instruments disclosures in respect of the debt covered by the above guarantees are given in note 17 of the Group’s
consolidated financial statements.
Financial review
Governance
other information
Financial statements and
212 RELX Annual Report 2022
Other financial
information
In this section
214 Summary consolidated financial information in euros
215 Summary consolidated financial information in US dollars
216 Alternative performance measures
v
Overview Market segments Corporate Responsibility Financial review Governance Financial statements and
other information
213
RELX Annual Report 2022
214
RELX RELX Annual Report 2022 | Financial statements and other information
Overview
in US dollars
Basis of preparation
The Group’s consolidated financial information is presented in sterling. The summary financial information is a simple translation of the
Group’s consolidated financial statements into US dollars at the stated rates of exchange. It does not represent a restatement under US
GAAP which would be different in some significant respects.
EXCHANGE RATES FOR TRANSLATION Statement of
Income statement financial position
Market segments
2020 2021 2022 2020 2021 2022
US dollars to sterling 1.28 1.38 1.24 1.37 1.35 1.21
Corporate Responsibility
Adjusted net profit attributable to shareholders 1,975 2,331 2,432
Adjusted earnings per American Depositary Share (ADS) $1.025 $1.209 $1.268
Basic earnings per ADS $0.814 $1.053 $1.056
Net dividend per ADS paid in the year $0.585 $0.658 $0.635
Net dividend per ADS paid and proposed in relation to the financial year $0.602 $0.687 $0.677
Financial review
(Decrease)/increase in cash and cash equivalents (65) 36 258
Governance
Non-current assets 16,263 15,526 15,440
Current assets 3,115 3,182 3,713
Total assets 19,378 18,708 19,153
Current liabilities 5,992 5,060 6,276
Non-current liabilities 10,508 9,296 8,334
Total liabilities 16,500 14,356 14,610
Net assets 2,878 4,352 4,543
other information
Financial statements and
216
RELX RELX Annual Report 2022 | Financial statements and other information
RELX uses a range of alternative performance measures (APMs) in the reporting of financial information, which are not defined by
generally accepted accounting principles (GAAP) such as IFRS. These APMs are used by the Board and management as they believe
they provide relevant information in assessing the Group’s performance, position and cash flows, enable investors to track more clearly
the core operational performance of the Group, and provide a clear basis for assessing RELX’s ability to raise debt and invest in new
business opportunities.
Management also uses these financial measures, along with IFRS financial measures, in evaluating the operating performance of the
Group as a whole and of the individual business areas. These measures should not be considered in isolation from, or as a substitute
for, financial information presented in compliance with IFRS. The measures may not be directly comparable to similarly reported
measures by other companies.
See below for a list of key APMs used by the Group, along with a description of each measure, its purpose, details of the closest
equivalent IFRS measure (where applicable) and a reference to where it has been used in the financial statements.
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE ANNUAL REPORT AND
EQUIVALENT EQUIVALENT IFRS MEASURE ACCOUNTS REFERENCE
IFRS MEASURE
Income
statement
Constant No direct Constant currency growth measures are Provides a measure of Financial highlights
currency equivalent calculated using the previous financial year’s full- year-on-year growth Chair’s statement
growth year average and hedge exchange rates. excluding the impact CEO report
of exchange rate Business overview
movements. Market segments
Financial review
Directors’ remuneration
report
Underlying No direct Underlying growth rates are calculated at This is a key financial Financial highlights
growth equivalent constant currencies, excluding the results of measure as it provides Chair’s statement
acquisitions until 12 months after purchase, and an assessment of year- CEO report Business
excluding the results of disposals and assets on-year growth overview
held for sale. Underlying revenue growth rates excluding the impact of Market segments
also exclude exhibition cycling. acquisitions, disposals, Financial review
exhibition cycling and Directors’ remuneration
exchange rate report
movements.
Overview
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE ANNUAL REPORT AND
EQUIVALENT EQUIVALENT IFRS MEASURE ACCOUNTS REFERENCE
IFRS MEASURE
Underlying
growth
(continued)
Market segments
2021 2022 2021 2022
Note £m £m % %
Reported adjusted operating profit growth 134 473 6% 21%
Components of adjusted operating profit growth
Underlying adjusted operating profit growth 269 326 13% 15%
Acquisitions 11 (6) 1% 0%
Disposals (8) (14) (1)% (1)%
Total adjusted operating profit growth at constant
currency 272 306 13% 14%
Currency impact (138) 167 (7)% 7%
Reported adjusted operating profit growth 134 473 6% 21%
Corporate Responsibility
Adjusted Operating Operating profit before amortisation of acquired This is the key financial Financial highlights
operating profit intangible assets, acquisition-related items, measure used by Chair’s statement
profit and grossed up to exclude the equity share of management to CEO report
finance income, finance costs and taxes in evaluate performance Business overview
joint ventures. and allocate resources. Market segments
Financial review
Directors’ remuneration
report
Note 2
2021 2022
Financial review
Note £m £m
Operating profit 2,3 1,884 2,323
Adjustments:
Amortisation of acquired intangible assets 2 298 296
Acquisition-related items 21 62
Reclassification of tax in joint ventures 7 4
Reclassification of net finance income in joint ventures – (2)
Adjusted operating profit 2,210 2,683
Governance
other information
Financial statements and
218 RELX
RELXAnnual Report 2022 | Financial statements and other information
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE ANNUAL REPORT AND
EQUIVALENT EQUIVALENT IFRS MEASURE ACCOUNTS REFERENCE
IFRS MEASURE
Adjusted No direct Calculated as adjusted operating profit divided As above. Financial highlights
operating equivalent by revenue. Financial review
margin
Earnings No direct Calculated as adjusted operating profit before Provides a measure of Chair’s statement
before equivalent depreciation of property, plant and equipment the operating Financial review
interest, tax, (PPE) and right-of-use assets and amortisation performance of the
depreciation of internally developed intangible assets, business that is widely
and including pre-publication costs. used by relevant
amortisation stakeholders in
(EBITDA) evaluating company
performance.
2021 2022
Note £m £m
Adjusted operating profit 2 2,210 2,683
Total depreciation and other amortisation* 2,3 487 491
EBITDA 2,697 3,174
* Excludes amortisation of acquired intangibles.
Adjusted Interest Reported interest expense, less the pension Provides a measure of Financial review
interest expense financing charge, plus the share of net finance the Group’s interest
expense income from joint ventures. expense for the funding
of business operations
that is comparable from
year to year.
2021 2022
Note £m £m
Interest expense 7 142 201
Pension financing charge 6 (9) (5)
Share of net finance income from joint ventures – (2)
Adjusted interest expense 133 194
Adjusted Profit before Profit before tax before amortisation of acquired Provides a measure Financial highlights
profit before tax intangible assets, acquisition-related items, used by management to Financial review
tax reclassification of taxes in joint ventures, net evaluate performance
interest on the net defined benefit pension and allocate resources.
obligation and disposals and other non-operating
items.
2021 2022
Note £m £m
Profit before tax 1,797 2,113
Adjustments:
Amortisation of acquired intangible assets 2 298 296
Acquisition-related items 2 21 62
Reclassification of tax in joint ventures 7 4
Net interest on net defined benefit pension obligation and other 6 9 5
Disposals and other nonǦoperating items 8 (55) 9
Adjusted profit before tax 2,077 2,489
RELX Annual Report 2022 | Alternative performance measures
RELX 219
Overview
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE ANNUAL REPORT AND
EQUIVALENT EQUIVALENT IFRS MEASURE ACCOUNTS REFERENCE
IFRS MEASURE
Adjusted tax Income tax Tax expense excluding the deferred tax Provides a measure Financial review
charge expense movements associated with goodwill and of the Group’s tax
acquired intangible assets, tax on other expense relating to
acquisition-related items, reclassification of tax operating activities.
Market segments
on joint ventures, tax on net interest payments
on the net defined benefit pension obligation and
on disposals and other non-operating items.
2021 2022
Note £m £m
Tax charge 9 (326) (481)
Adjustments:
Deferred tax movements on goodwill and acquired intangible assets* 22 30
Other deferred tax credits from intangible assets** (61) (64)
Tax on acquisition-related items (11) (13)
Reclassification of tax in joint ventures (7) (4)
Corporate Responsibility
Tax on net interest on net defined benefit pension obligation and other (2) (1)
Tax on disposals and other non-operating items 1 3
Adjusted tax charge (384) (530)
* The adjusted tax charge excludes the movements in deferred tax assets and liabilities related to goodwill and acquired intangible assets, but includes the benefit of
tax amortisation where available on acquired goodwill and intangible assets.
** Movements on deferred tax liabilities arising on acquired intangible assets that do not qualify for tax amortisation.
Effective tax Income tax Income tax expense expressed as a percentage Provides a measure of Financial review
rate rate of profit before tax. the Group’s tax charge Note 9
For a reconciliation between the net tax expense relative to its profit
charged on profit before tax and the theoretical before tax that is
amount that would arise using the weighted comparable from year
Financial review
average of tax rates applicable to accounting to year.
profits and losses of the consolidated entities,
refer to note 9.
Adjusted No direct Calculated as the adjusted tax charge as a Provides a measure of Financial review
effective tax equivalent percentage of adjusted profit before tax. the Group’s tax charge
rate relative to its profit
before tax that is
comparable from year
to year.
Governance
other information
Financial statements and
220 RELX
RELXAnnual Report 2022 | Financial statements and other information
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE ANNUAL REPORT AND
EQUIVALENT EQUIVALENT IFRS MEASURE ACCOUNTS REFERENCE
IFRS MEASURE
Adjusted net Net profit Net profit attributable to shareholders before Provides a measure of Financial highlights
profit attributable to amortisation of acquired intangible assets, other the Group’s profitability Financial review
attributable to shareholders deferred tax credits from intangible assets and after tax attributable to Note 10
shareholders items treated as exceptional, acquisition-related shareholders.
items, net interest on the net defined benefit
obligation, disposals and other non-operating
items.
2021 2022
Note £m £m
Net profit attributable to shareholders 1,471 1,634
Adjustments (post-tax):
Amortisation of acquired intangible assets 316 326
Other deferred tax credits from intangible assets* (61) (64)
Acquisition-related items 10 49
Net interest on net defined benefit pension obligation and other 7 4
Disposals and other non-operating items (54) 12
Adjusted net profit attributable to shareholders 1,689 1,961
* Movements on deferred tax liabilities arising on acquired intangible assets that do not qualify for tax amortisation.
Adjusted Earnings per Adjusted net profit attributable to shareholders Provides a measure of Financial highlights
earnings per share divided by the weighted average number of the Group’s earnings Chair’s statement
share shares. per share that is CEO report
comparable from year Business overview
to year. Financial review
Note 10
Overview
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE FINANCIAL STATEMENT
EQUIVALENT EQUIVALENT IFRS MEASURE REFERENCE
IFRS MEASURE
Market segments
from on property, plant and equipment (PPE) cash flow that is
operations and internally developed intangible assets, comparable from year
repayment of lease principal and sublease to year.
payments received and excluding pension
deficit payments and payments in relation to
acquisition-related items. Exceptional cash
costs in the Exhibitions business have also
been excluded.
2021 2022
Note £m £m
Cash generated from operations 11 2,476 3,061
Adjustments:
Corporate Responsibility
Dividends received from joint ventures 15 20 33
Purchases of PPE 16 (28) (36)
Proceeds from disposals of PPE 5 –
Expenditure on internally developed intangible assets (309) (400)
Payments in relation to acquisition-related items 46 54
Pension recovery payment 44 50
Repayment of lease principal* (77) (79)
Sublease payments received 1 1
Exceptional costs in Exhibitions 52 25
Adjusted cash flow 2,230 2,709
* Excludes repayments and receipts in respect of disposal-related vacant property and is net of sublease receipts.
Financial review
Adjusted No direct Adjusted cash flow divided by adjusted Provides a measure of Financial highlights
cash flow equivalent operating profit. turning operating profit Business overview
conversion into cash. Financial review
2021 2022
Note £m £m
Adjusted cash flow 2,230 2,709
Adjusted operating profit 2 2,210 2,683
Adjusted cash flow conversion 101% 101%
Free cash Cash inflow Adjusted cash flow less net interest paid, cash Provides a measure of Financial review
Governance
flow from tax paid, acquisition-related payments and cash flows that could be Note 17
operating exceptional costs paid in relation to the used for organic
activities Exhibitions business. investment in the
business, acquisitions,
distribution of dividends,
share buybacks or the
repayment of debt.
2021 2022
Note £m £m
Adjusted cash flow 2,230 2,709
Interest paid (net) (118) (165)
Cash tax paid* 9 (342) (495)
other information
Financial statements and
222 RELX
RELXAnnual Report 2022 | Financial statements and other information
Dividend No direct The number of times the total interim and Provides a measure of Financial review
cover equivalent proposed final dividends for the year is covered the Group’s earnings Directors’ report
by the adjusted earnings per share. It is relative to ordinary
calculated as adjusted earnings per share dividend payments.
divided by ordinary dividends per share.
Net capital No direct Net goodwill and acquired intangible assets, net internally Provides a Financial review
employed equivalent developed intangible assets, net property, plant and measure of the
equipment, right-of-use assets and investments less capital used in
net pension obligations and working capital. operations.
2021 2022
Note £m £m
Goodwill and acquired intangible assets* 9,419 10,477
Internally developed intangible assets* 14 1,251 1,435
Property, plant and equipment*, right-of-use assets* and investments 504 557
Net pension obligations 6 (269) (55)
Working capital (1,095) (1,325)
Net capital employed 9,810 11,089
Invested No direct Net capital employed, adjusted to add back Used to calculate the Financial review
capital/ equivalent accumulated amortisation and impairment of return on invested Directors’ report
capital acquired intangible assets and goodwill, to capital (see below).
employed remove non-operating investments and the
gross up to goodwill in respect of deferred tax,
and other items.
2021 2022
Note £m £m
Net capital employed 9,810 11,089
Accumulated amortisation and impairment of acquired intangible assets and goodwill 7,065 8,000
Non-operating investments 15 (107) (127)
Deferred tax on goodwill and other (1,234) (1,392)
Invested capital/capital employed 15,534 17,570
RELX Annual Report 2022 | Alternative performance measures
RELX 223
Overview
APM CLOSEST DEFINITION AND RECONCILIATION TO CLOSEST PURPOSE FINANCIAL STATEMENT
EQUIVALENT EQUIVALENT IFRS MEASURE REFERENCE
IFRS MEASURE
Return on No direct Post tax adjusted operating profit expressed This is a key financial Financial highlights
invested equivalent as a percentage of average capital employed. measure used by Business overview
capital management that Financial review
(ROIC) demonstrates the
Market segments
efficiency of the use
of capital.
Corporate Responsibility
Capital No direct Additions to property, plant and equipment and Provides a measure of Chair’s statement
expenditure equivalent internally developed intangible assets. the amounts invested Financial review
in new products and Directors’ report
related infrastructure Governance
across the business. Note 2
2021 2022
Note £m £m
Additions to property, plant and equipment 16 28 36
Additions to internally developed intangible assets 14 309 400
Capital expenditure 337 436
Financial review
Governance
other information
Financial statements and
224 RELX
RELXAnnual Report 2022 | Financial statements and other information
2021 2022
Note £m £m
Debt 11,21 6,167 6,730
Cash and cash equivalents 11 (113) (334)
Related derivative financial instruments 11 (35) 213
Finance lease receivables 11 (2) (5)
Net debt excluding pensions 11 6,017 6,604
Pension deficit 6 315 184
Net debt including pensions 6,332 6,788
Leverage No direct For details of the closest equivalent IFRS Provides a measure of Chair’s statement
ratios equivalent measures to net debt and EBITDA, see above. the financial leverage of Financial review
For the purpose of calculating leverage ratios, the Group. Governance
share of results in joint ventures, the equity
share of finance income, finance costs,
taxes and amortisation in joint ventures,
and acquisition-related items are deducted
from EBITDA.
Overview
Shareholder
Market segments
information
In this section
226 Shareholder information
Corporate Responsibility
228 Shareholder information and contacts
IBC 2023 financial calendar
Financial review
Governance
other information
Financial statements and
226 RELX Annual Report 2022 | Financial statements and other information
Shareholder information
2022 Annual Report including Corporate Responsibility Report Information for registered
and Financial Statements (the Annual Report)
The Annual Report for RELX PLC (the Company) for the year ordinary shareholders
ended 31 December 2022 is available on the Company’s website, Shareholder services
and from the registered office of RELX PLC shown on page 228. The RELX PLC ordinary share register is administered by Equiniti
Additional financial information, including the interim Limited. Equiniti provides a free online portal for shareholders
and full-year results announcements, trading updates and at www.shareview.co.uk. Shareview allows shareholders
presentations, is also available on the Company’s website to monitor the value of their shareholdings, view their dividend
www.relx.com. payments and submit dividend mandate instructions.
The consolidated financial statements set out in the Annual Report Shareholders can also submit their proxy voting instructions
are expressed in sterling, with summary financial information ahead of Company meetings and update their personal contact
expressed in Euro and US dollars. details. Shareview Dealing provides a share purchase and sale
facility. Equiniti’s contact details are shown on page 228.
Share price information
RELX PLC’s ordinary shares are traded on the Electronic communications
London Stock Exchange. While hard copy shareholder communications continue to be
available to those shareholders requesting them, in accordance
PLC with the Companies Act 2006 and the Company’s Articles of
Trading symbol REL Association, the Company uses its website as the main method of
ISIN GB00B2B0DG97 communicating with shareholders. By registering their details
online at Shareview, shareholders can be notified by email when
RELX PLC’s ordinary shares are traded on the shareholder communications are published on the Company’s
Euronext Amsterdam Stock Exchange. website. Shareholders can also use the Shareview website to
appoint a proxy to vote on their behalf at shareholder meetings.
PLC
Trading symbol REN Shareholders who hold their Company shares through CREST
ISIN GB00B2B0DG97 may appoint proxies for shareholder meetings through the CREST
electronic proxy appointment service by using the procedures
RELX PLC’s ordinary shares are traded on the described in the CREST manual.
New York Stock Exchange in the form of American Depositary
Shares (ADSs), evidenced by American Depositary Receipts (ADRs). Dividend mandates
Shareholders are encouraged to have their dividends paid
PLC ADRs directly into a UK bank or building society account. This method
Ratio to ordinary shares 1:1 of payment reduces the risk of delay or loss of dividend cheques
Trading symbol RELX in the post and ensures the account is credited on the dividend
CUSIP code 759530108 payment date. A dividend mandate form can be obtained online at
www.shareview.co.uk, or by contacting Equiniti at the address
The RELX PLC ordinary share price and the ADS price may be shown on page 228.
obtained from the Company’s website, other online sources and
the financial pages of some newspapers. Equiniti has established a service for overseas shareholders
in over 90 countries, which enables shareholders to have
For further information visit the ‘Investor Centre’ section their dividends automatically converted from sterling and
of the Company’s website www.relx.com/investorcentre paid directly into their nominated bank account. Further
details of this service, and the fees applicable, are available
at www.shareview.co.uk/info/ops or by contacting Equiniti
at the address shown on page 228.
Dividend Reinvestment Plan
Shareholders can choose to reinvest their Company dividends by
purchasing further shares through the Dividend Reinvestment
Plan (DRIP) provided by Equiniti. Further information
concerning the DRIP facility, together with the terms and
conditions and an application form can be obtained online at
www.shareview.co.uk/info/drip or by contacting Equiniti
at the address shown on page 228.
RELX Annual Report 2022 | Shareholder information 227
Overview
Share dealing service How to avoid share fraud and boiler room scams
A telephone and internet dealing service is available through The FCA has issued some guidance on how to recognise and avoid
Equiniti, which provides a simple way for UK resident shareholders investment fraud:
to buy or sell their shares. For telephone dealing call 0345 603
7037 between 8.30am and 5.30pm (UK time), Monday to Friday
Legitimate firms authorised by the FCA are unlikely to contact
you unexpectedly with an offer to buy or sell shares
(excluding public holidays in England and Wales), and for
If you receive an unsolicited phone call, do not get into a
Market segments
internet dealing log on to www.shareview.co.uk/dealing.
conversation, note the name of the person and firm
You will need your shareholder reference number as shown on
contacting you and then end the call
your dividend confirmation.
Check the Financial Services Register available at
ShareGift register.fca.org.uk to see if the person and firm contacting
The Orr Mackintosh Foundation operates a scheme for you is authorised by the FCA. If you wish to call the person or
shareholders with small shareholdings, that may be too small firm back, only use the contact details listed on the Register
to sell economically, to make donations of shares. Details of Call the FCA on 0800 111 6768 if the firm does not have any
the scheme can be obtained from the ShareGift website at contact details on the Register, or if you are told that they are
www.sharegift.org, or by telephoning ShareGift out of date
on 020 7930 3737. Search the list of unauthorised firms to avoid at
www.fca.org.uk/consumers/unauthorised-firms-
Sub-division of ordinary shares and share consolidation
Corporate Responsibility
individuals#list
On 28 July 1986, each RELX PLC ordinary share of £1 nominal
value was sub-divided into four ordinary shares of 25p each.
If you do buy or sell shares through an unauthorised firm,
you will not have access to the Financial Ombudsman Service
On 2 May 1997, each 25p ordinary share was sub-divided into two
or the Financial Services Compensation Scheme
ordinary shares of 12.5p each. On 7 January 2008, the ordinary
shares of 12.5p each were consolidated on the basis of 58 new
Consider obtaining independent financial and professional
advice before you hand over any money. If it sounds too good
ordinary shares of 14⁵¹⁄₁₁₆p nominal value for every 67 ordinary
to be true, it probably is
shares of 12.5p each held.
How to report a scam
Capital gains tax
If you are approached by fraudsters, please tell the FCA using
The mid-market price of RELX PLC’s £1 ordinary shares on
the share fraud reporting form at www.fca.org.uk/
31 March 1982 was 282p. Adjusting for the sub-divisions and
consumers/report-scam-unauthorised-firm, where you
Financial review
share consolidation referred to above results in an equivalent
can find out more about investment scams. You can also call
mid-market price of 40.72p for each existing ordinary share of
the FCA Consumer Helpline on 0800 111 6768.
14⁵¹⁄₁₁₆p nominal value.
If you have already paid money to share fraudsters, you should
contact Action Fraud on 0300 123 2040 or use its online tool:
Warning to shareholders – unsolicited www.actionfraud.police.uk/report_fraud
investment advice
From time to time shareholders may receive unsolicited calls
from fraudsters
Fraudsters use persuasive and high-pressure tactics to lure
investors into scams, sometimes known as boiler room scams
Governance
They may offer to sell shares that turn out to be worthless or
non-existent, or to buy shares at an inflated price in return for
an upfront payment
While high profits are promised, if you buy or sell shares in this
way you will probably lose your money
Thousands of people contact the Financial Conduct Authority
(FCA) about investment fraud each year
other information
Financial statements and
228 RELX Annual Report 2022 | Financial statements and other information
Contacts
RELX PLC Listing/paying agent for shares listed on Euronext Amsterdam
Head Office and Registered Office held through Euroclear Nederland
1-3 Strand ABN AMRO Bank NV
London WC2N 5JR Department Corporate Broking and Issuer Services HQ7212
United Kingdom Gustav Mahlerlaan 10
Tel: +44 (0)20 7166 5500 1082 PP Amsterdam
Fax: +44 (0)20 7166 5799 The Netherlands
Auditor Email: as.exchange.agency@nl.abnamro.com
Ernst & Young LLP
RELX PLC ADR Depositary
1 More London Place
Citibank Shareholder Services
London SE1 2AF
PO Box 43077
United Kingdom
Providence, RI 02940-3077
Registrar USA
Equiniti Limited
www.citi.com/dr
Aspect House
Spencer Road Email: citibank@shareholders-online.com
Lancing BN99 6DA Tel: +1 877 248 4237
West Sussex +1 781 575 4555 (callers outside the US)
United Kingdom
www.shareview.co.uk
Tel: 0371 384 2960 (UK callers)
Tel: +44 121 415 0165 (callers outside the UK)
2023 financial calendar
* Please note that these dates are provisional and subject to change. The 2023 interim dividend payment dates in respect of ordinary shares and ADRs will be confirmed by the
Company in its 2023 Interim Results announcement, currently scheduled for release on 27 July 2023.
Dividend history
The following tables set out dividends paid (or proposed) in relation to the three financial years 2020–2022.
Pence per PLC Euro equivalent
ORDINARY SHARES ordinary share (€) Payment date
Final dividend for 2022** 38.9 *** 7 June 2023
Interim dividend for 2022 15.7 0.186 8 September 2022
Final dividend for 2021 35.5 0.419 7 June 2022
Interim dividend for 2021 14.3 0.167 8 September 2021
Final dividend for 2020 33.40 0.387 3 June 2021
Interim dividend for 2020 13.60 0.151 2 September 2020
** Proposed dividend, to be submitted for approval at the Annual General Meeting of RELX PLC in April 2023.
*** Payment will be determined using the appropriate £/€ exchange rate on 23 May 2023.
****Payment will be determined using the appropriate £/US$ exchange rate on 7 June 2023.
Credits
Designed and produced by Printed on Revive 100 Silk which is made from 100% recovered
Conran Design Group waste. All of the pulp is bleached using an elemental chlorine
free process (ECF). Printed in the UK by Pureprint using its
Photography:
environmental printing technology; vegetable inks were used
Board by Douglas Fry, Piranha Photography
throughout. Pureprint is a CarbonNeutral® company. Both
Printed by manufacturing mill and printer are ISO14001 registered and are
Pureprint Group, ISO14001, FSC® certified and CarbonNeutral® Forest Stewardship Council® (FSC®) chain-of-custody certified.
www.relx.com